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SE P TE M BE R 2017 |

The Monthly Magazine of the League of California CitiesÂŽ

ÂŽ

League of California Cities 2017 Annual Conference & Expo highlights p.26 State Launches Initiatives to Maximize Housing Resources With New ADU Financing & Other Tools p.11 New Strategies for Streamlining Environmental Review p.13 Will Driverless Vehicles Create a Better Future? p.24

www.westerncity.com


CONTENTS Calendar of League Events 2  3 Executive Director’s Message  Celebrating Our Accomplishments — and Protecting Local Control

CEQA: New Strategies 13 

for Streamlining Environmental Review

By Shaye Diveley

 everal options have the S potential to significantly reduce the time and cost associated with environmental review.

By Carolyn Coleman

We have achieved important victories on behalf of cities this year on our strategic goals and in other areas.

9 City Forum

Crisis Management 17  for Cities

By June Catalano

 n unexpected event requires A careful, strong management and teamwork in the face of extreme pressure.

 Help Keep Bigger Trucks Off Our Roadways

By Cindy Mills

 roponents of bigger trucks P are lobbying for longer, heavier double-trailers, which pose threats to public safety and infrastructure.

10 News From the Institute for Local Government

the FPPC: Forging a New Partnership

By Michael Martello

 partnership of the League and A the FPPC can provide numerous resources to support community dialogue about transparency.

the Annual Conference By Melissa Kuehne and Martin Gonzalez

 on’t miss ILG sessions and events D at the conference. Meet the staff, browse materials and get answers to your questions.

State Launches Initiatives 11 

to Maximize Housing Resources With New ADU Financing and Other Tools

By Tia Boatman Patterson

 artnerships between state agencies P and cities maximize resources and move us closer to resolving California’s affordable housing challenges.

Cities 2017 Annual Conference & Expo Highlights

By Jennifer Whiting

 ttend educational and networking A events to hear about inspiring ways to better serve your city.

Expo Exhibitors p.29

34 California Cities Helen Putnam Award for Excellence

Woodland Commits  to Fitness

The Public Official and 21 

Connect With ILG at 

League of California 26 

Will Driverless Vehicles 24  Create a Better Future?

By Dan Sperling

 he coming revolutions in electric, T shared and automated vehicles present many potential scenarios.

 public-private partnership A promotes healthy living and provides free fitness classes and more to residents of all ages.

Job Opportunities 35  Professional Services 46  Directory

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On the Record

 Council members describe their city’s greatest strength.  Cover photo: ZekaG


®

President JoAnne Mounce Council Member Lodi

1400 K Street Sacramento, CA 95814 (916) 658-8200 Fax (916) 658-8240

Second Vice President Mark Kersey Council Member San Diego

Immediate Past President L. Dennis Michael Mayor Rancho Cucamonga

Executive Director Carolyn Coleman

For a complete list of the League board of directors, visit www.cacities.org/board.

Magazine Staff Editor in Chief Jude Hudson, Hudson + Associates (916) 658-8234; email: editor@westerncity.com Managing Editor Norman Coppinger (916) 658-8277; email: ncoppinger@cacities.org Contributing Editor Eva Spiegel (916) 658-8228; email: espiegel@cacities.org Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256; email: maxwellp@cacities.org Administrative Assistant Kimberly Brady (916) 658-8223; email: kbrady@cacities.org Contributors Dan Carrigg Rony Berdugo Rebecca Inman Corrie Manning Jason Rhine Katie Sacco-Pebler Patrick Whitnell

leaguevents SEPTEMBER 13

Policy Committee Meetings, Sacramento The League’s policy committees review issues of interest to cities statewide and make recommendations to the League board of directors.

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Legal Advocacy Committee Meeting, Sacramento The committee reviews and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities.

13–15

League of California Cities 2017 Annual Conference & Expo, Sacramento The conference offers dozens of educational sessions, numerous professional development opportunities, hundreds of exhibits and a chance to participate in the League’s policy-making activities.

Associate Editors Carol Malinowski Carolyn Walker

NOVEMBER 30–Dec.1

Design Taber Creative Group

Board of Directors’ Meeting, Santa Cruz The League board reviews, discusses and takes action on a variety of issues affecting cities, including legislation, legal advocacy, education and training, and more.

Advertising Design ImagePoint Design For photo credits, see page 36. Western City (ISSN 0279-5337) is published monthly by the League of California Cities, 1400 K St., Sacramento, CA 95814. Subscriptions: $39.00/1 year; $63.00/2 years; student: $26.50; foreign: $52.00; single copies: $4.00, including sales tax. Entered as periodical mail January 30, 1930, at the Post Office, Los Angeles, CA 90013, under the Act of April 13, 1879. Periodical postage paid at Sacramento, Calif.

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Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2017 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCIII, No. 9.

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Supplied by Community Energy

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First Vice President Rich Garbarino Council Member South San Francisco

DECEMBER 13–14

Fire Chiefs’ Leadership Seminar, Newport Beach This seminar features a variety of sessions on timely topics of importance to fire service professionals and offers attendees networking opportunities with fellow California fire personnel.

13–14

Municipal Finance Institute, Newport Beach This conference provides essential information for city officials and staff involved in fiscal planning for municipalities.

13–15

City Clerks’ New Law & Elections Seminar, Newport Beach The seminar covers laws affecting elections as well as other aspects of clerks’ responsibilities.

Event and registration information is available at www.cacities.org/events.

FSC ® is an independent, not-for-profit organization that promotes environmentally appropriate, socially beneficial and economically viable forest management worldwide. Products with the FSC label are independently certified to ensure that they come from forests managed to meet the needs of present and future generations.

For the latest information on League conferences and events, follow us on Twitter @CaCitiesLearn. For legislative and policy updates and more, follow @CaCities. Follow Western City @WesternCityMag.

League of California Cities

Join us on Facebook. www.facebook.com/westerncity www.facebook.com/LeagueofCaCities

www.cacities.org


Executive Director’s Message by Carolyn Coleman

Walnut Creek Council Member and League Board Member Cindy Silva speaks at a transportation rally at the state Capitol urging support for SB 1, the Road Repair and Accountability Act of 2017.

Celebrating Our Accomplishments and Protecting Local Control Approximately 1,800 California city officials will gather in Sacramento, Sept. 13–15, for the League of California Cities 2017 Annual Conference & Expo. Because this is my first conference as your executive director, I’m especially excited about the program and the opportunity to celebrate with you the progress we have accomplished together this year. Besides a great lineup of workshops and speakers at the conference, you won’t want to miss the Expo, where you’ll find vendors who stand ready to discuss new and innovative solutions for your city. In addition to a strong program of workshops and general sessions for attendees, the annual conference also provides an opportunity to recognize what the League has accomplished this year for California cities. As city officials prepare to attend the conference and learn about our accomplishments, www.westerncity.com

this annual event also serves to remind us why we came together in the first place. I’m sure you will agree that those reasons are as relevant today as they were then. In 1898, the Santa Clara city clerk received a letter of inquiry from the Alameda city clerk asking about experience with a “road roller” (the original steam roller) and for information about city population and city official names. The Santa Clara city clerk responded, and together the two city clerks decided that California needed an organization of municipalities that could maintain information on road rollers and other matters of interest. Thirteen cities sent delegates to San Francisco on Dec. 14, 1898, for an initial meeting that included a discussion about legislation affecting cities that the 1899 Legislature would introduce. The California League of Municipalities was born.

“The Best and Most Effective League” In 1912, the National Municipal League, a citizen’s reform group, selected the California League of Municipalities as “the best and most effective league” constituting “the highest development of such organizations yet seen in the United States.” Nearly 120 years after that first meeting in San Francisco, that organization — now the League of California Cities — continues to be “the best and most effective.” Since 1898, it has grown from 13 member cities to 475 in 2017 and is still the continued

Western City, September 2017

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Celebrating Our Accomplishments — and Protecting Local Control, continued

place where city officials can get information on the “road rollers” and vehicles of tomorrow and use their collective voices to protect local authority in legislation affecting cities. The reasons those two city clerks came together in 1898 to establish the League remain relevant: to protect local control and to learn from each other. Today, California city leaders are seizing opportunities to lead their communities into the future with new technologies and changing economies. At the same time, they are facing head-on the daunting challenges that threaten the well-being of their communities, from rising pension and health-care costs to aging infrastructure, homelessness, lack of safe and decent affordable housing, a shrinking tax base and growing income inequality.

City leaders are also facing a broken intergovernmental system marked by states and the federal government too often pre-empting — or threatening to pre-empt — local government decision-making and handing down unfunded mandates to the level of government closest to the people. Yet, despite the challenges, local leaders and their communities press forward, and — with your advocacy on League priorities this year — we’re making a difference in the state Capitol. Unlike the gridlock that has paralyzed the legislative process in the nation’s Capitol, in California we’ve seen a wide variety of legislative debates this year on issues that matter to cities. And that means the League and city officials have been vigilant in our efforts to protect and expand local authority and to make sure the state Legislature does what’s best for California communities.

At LCW we are not solely lawyers. For nearly 40 years, we have been your trusted partners, helping public employers avoid legal problems and navigate challenging situations. California cities serve others, and we are honored to serve them in all areas of law, including: • • • • •

Employment Law Litigation Labor Relations Negotiations Business & Construction • Retirement • Wage & Hour • Preventative Training

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League of California Cities

Articulating Our Goals Last November, the League’s leadership established four strategic advocacy goals for 2017: 1. Increase Funding for Critical Transportation and Water Infrastructure. Provide additional state and federal funding and local financing tools — such as reducing the vote threshold for local initiatives — to support California’s economy, transportation (streets, bridges, trade corridors, active transportation and transit) and water-related needs (supply, sewer, stormwater, flood control, beach erosion, etc.) including maintenance and construction. Support appropriate streamlining of stormwater regulations and the California Environmental Quality Act (CEQA) to avoid duplication and reduce litigation. 2. Develop Realistic Responses to the Homelessness Crisis. Increase state and federal funding and support to provide additional shelter and services to California’s homeless individuals, and advance the recommendations of the joint California State Association of CountiesLeague Homelessness Task Force. 3. Improve the Affordability of Workforce Housing and Secure Additional Funds for Affordable Housing. Increase state and federal financial support, reduce regulatory barriers, and provide additional incentives and local financial tools to address the affordability of workforce housing and increase the availability of affordable housing.

“Those who are happiest are those who do the most for others.” - Booker T. Washington You serve others and LCW is honored to serve you. www.LCWLEGAL.com

4. Address Public Safety Impacts of Reduced Sentencing Laws, Protect Local Priorities in the Implementation of the Adult Use of Marijuana Act (AUMA), and Preserve City Rights to Deliver Emergency Medical Services. Provide tools and resources cities need to respond to recent changes in statewide criminal sentencing policies. Protect local priorities during development of regulations and legislation to implement the AUMA. In addition, continue to preserve city rights to deliver emergency medical services (Health and Safety Code 1797.201).

www.cacities.org


left to right, top to bottom Assembly Member Jim Frazier (D-Discovery Bay), Sen. Jim Beall (D-San José), Assembly Member David Chiu (D-San Francisco) and Assembly Member Mark Steinorth (R-Rancho Cucamonga) speak at a League event.

The League and city officials have been relentless advocates for additional tools to improve the affordability of housing. While a few weeks remain in the legislative session, with city officials and the League working together, we’re making progress on all four goals and have achieved legislative victories.

Visit us at Booth #1115 at the League’s Annual Expo!

Highlights of Our Progress in 2017 In April, working in partnership with the Fix Our Roads coalition, we secured passage of the Road Repair and Accountability Act, a $52 billion transportation bill that doubles the funding cities receive to maintain local streets and roads. In addition to getting the bill passed, the League is also preparing to lead efforts that will protect these dollars from being redirected to other purposes by the state. continued

www.westerncity.com

(909) 594-9702 www.rkagroup.com

Municipal Engineering Building and Safety Construction Administration NPDES Compliance Traffic Engineering Land Development Plan Checking

Western City, September 2017

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Celebrating Our Accomplishments — and Protecting Local Control, continued

In June, after months of negotiations, the League and the California Police Chiefs Association successfully fought back efforts to diminish local authority in cannabis regulation. In collaboration with the California Contract Cities Association, in June we also protected cities from legislation that

amounted, in effect, to a ban on local authority to contract out for services. Throughout the legislative session, the League and city officials have been relentless advocates for additional tools to improve the affordability of housing and to advance realistic responses to the homelessness crisis. The joint California State

Association of Counties-League Homelessness Task Force has been hard at work developing recommendations to help local governments address the homelessness challenge. Meanwhile, the League’s lobbyists continue to make the legislative case for the Blueprint for More Housing legislation: SB 540 (Roth), Workforce Housing Opportunity Zone; SB 2 (Atkins), the Building Homes and Jobs Act; and SB 3 (Beall), the Affordable Housing Bond Act of 2018. This legislation would create a path for — and streamline the process to accelerate — more new affordable housing construction statewide. Besides action in the legislative arena, the League has also helped score important victories protecting local authority in the California court system through its legal advocacy program. So far this year, the

City officials from throughout California attend the League’s Legislative Action Day.

with

BUILD BETTER BUILD SAFER BUILD

The Laborers’ Union (LiUNA) partners with responsible contractors to safely build and maintain the infrastructure needs of communities throughout California while providing residents a career in the construction industry. PEOPLE

PROJECTS

855-532-3879

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League of California Cities

PARTNERSHIPS

www.LiUNAbuildsCA.org

www.cacities.org


Members of the Fix Our Roads Coalition gather at the state Capitol in support of SB 1. League has submitted 20 amicus (friend-ofthe-court) briefs or letters in cases affecting local authority, and the courts have issued rulings favorable to cities in 14 cases in which the League participated as amicus.

The Path Forward Certainly, California cities have had victories in the state Legislature in 2017, but there’s more to do. Since 1898, we have been coming together as the League to protect local authority and to create opportunities for city officials to learn from each other. We will have another chance to do this at the annual conference. I look forward to hearing from you about the ways your city is meeting the challenges before us and to continuing our work together. ■

The League and city officials have been vigilant in our efforts to protect and expand local authority.

LET’S COME TOGETHER AND TALK CITIES Join us at booth #803 during the League of California Cities Annual Expo in Sacramento, September 13-15.

PLAN CHECK M U N I C I PA L E N G I N E E R I N G PROGR AM / PROJECT MANAGEMENT BUILDING SAFET Y / CODE COMPLIANCE S TA F F A U G M E N TAT I O N CONSTRUCTION MANAGEMENT / INSPECTION WAT E R Q U A L I T Y C O M P L I A N C E GIS & ASSET MANAGEMENT BROADBAND / SMART CITIES  1260 Corona Pointe Cour t, Suite 305 | Corona, CA 92879

Phone 855.900.4742 HRGREEN.COM

www.westerncity.com

Western City, September 2017

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Thank you to all of the 2017 League Partners Platinum ($15,000+) 2

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1 1,2

1

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2 BUILDING AMERICA®

Gold ($10,000+) Hanson Bridgett LLP1,2 Kronick Moskovitz Tiedemann & Girard1 LECET Southwest Lewis Investment Company2 LiveStories1

Meyers Nave1,2 Morongo Band of Mission Indians2 Murphy Austin Adams Schoenfeld LLP1 Opterra Energy Services Probolsky Research1 James Ramos

Renne Sloan Holtzman Sakai LLP1,2 Republic Services Inc.2 Sherwin-Williams Western States Petroleum Association Young Homes2

Silver ($5,000+) ABM AMR2 Albertsons American Fidelity Assurance Company Charles Abbott Associates2 California Charter Schools Association California Contract Cities Association2 Californians for Energy Independence Dart Container Corp.2

Dividend Finance LLC EMS Management2 Fascination Ranch2 General Motors Goldfarb & Lipman LLP Joe A. Gonsalves & Son2 Greenwaste Recovery Inc.2 Greystar2 HR Green2 Harris & Associates2 Interwest Consulting Group Inc.

Kaufman Legal Group1 Mintier Harnish1 Mt. Diablo Recycling2 Northrop Grumman Public Financial Management Inc. Redflex San Manuel Band of Mission Indians2 Sares Regis Group2 ServPro2 State Farm

Bronze ($3,000+)

Accela Advanced Disposal2 Alvarez-Glasman & Colvin2 Amador Valley Industries2 American Forest & Paper Association Association For Los Angeles Deputy Sheriffs2 Atkins Best Way Disposal2 Brookfield Norcal Builders Inc2 CalPortland2 Cerrell Colantuono Highsmith & Whatley PC2

Commercial Bank of California DW Development2 Desert Valley Medical Group Inc./Prime Healthcare2 E&J Gallo2 Edgewood Partners Insurance Center Fieldman Rolapp & Associates ForeFront Power Genentech Geo-Logic Associates2 George K. Baum & Company Griswold LaSalle Cobb Dowd & Gin LLP2 Hill International2

Holliday Rock Company ISES Corporation Kosmont Companies2 LaBarge Industries2 Library Systems & Services LLC Los Angeles Yellow Cab Madaffer Enterprises1 Marin Sanitary Service2 Matarango Inc.2 McKinstry Mid Valley Disposal2 Mitsubishi Cement2 Bob Murray & Associates

Accretive Realtors2 Acquisition Partners of America LLC American Water Works Association CA-NV Section AndersonPenna Partners Inc.2 Athens Services2 Avery Associates2 Blue Line Transfer Inc.2 CARE2 CIFAC CR&R2 CSAC EIA California Apartment Association2 California Consulting, LLC

California Debt and Investment Advisory Commission California Independent Petroleum Association California Refuse Recycling Council Carpenter/Robbins Commercial Real Estate Inc.2 Civil Engineering Associates2 Classic Communities2 Cost Control Associates Inc. Cunningham Davis2 Der Manouel Insurance Group Desert Valleys Builders Dokken Engineering2 Dublin Crossing2

EMS Management LLC2 Emanuels Jones and Associates Envise/Southland Energy Fard Engineers2 Forefront Power Fresno Police Officers Association GHD Inc.2 Gilton Solid Waste2 Gray Bowen Scott2 Hospital Council of Northern California Innisfree Ventures2 J.R. Roberts/Deacon Inc.2 Jamboree Housing Corporation

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Stradling Yocca Carlson & Rauth Transtech Tribal Alliance of Sovereign Indian Nations Tripepi Smith & Associates1,2 Union Bank2 Vavrinek Trine Day & Co. LLP Walgreens Waste Management1 Willdan Ygrene2 Zanker Green Waste2

Basic ($1,000+)

Join the Partners Program Today! Contact Mike Egan | (916) 658-8271 | egan@cacities.org

NV5 Inc. NL Industries Inc. Nixon Peabody Norton Rose Fulbright2 PARS2 Peters Engineering2 Precision Engineering2 Prime Healthcare2 Prometheus Real Estate Group Inc.2 Psomas2 Quad Knopf2 Quality Management Group Inc. Recology2 Robson Homes LLC2

Rutan & Tucker LLP SCI Consulting Group SGI Construction Management2 San Bernardino County Safety Employees2 San Bernardino Police Officers Association San Diego County Water Authority Santa Ynez Band of Mission Indians2 SummerHill Homes2 TREH Development2 Townsend Public Affairs Inc.2 USA Properties Fund Inc.

Jones Hall2 Jones & Mayer Kasdan Lippsmith Weber Turner LLP Leibold McClendon & Mann Livermore Sanitation2 MCE Clean Energy Der Manuel Insurance2 Marchetti Construction Inc.2 Napa Recycling2 Newport Pacific Capital Company Inc. Norton Rose Fulbright2 Ponderosa Homes II Inc.2 Riverside Construction2 San Jose POA

San Mateo County Association of Realtors2 Santa Monica Police Officers Association Seifel Consulting Inc. Sobrato Organization2 South San Francisco Scavengers2 Specialty Solid Waste & Recycling2 Studio T SQ2 Swinerton Management TADD LCC2 Vali Cooper & Associates Inc.2 Van Scoyoc Associates2 West Builders2

1 – Institute for Local Government supporter 2 – CITIPAC supporter Partial list as of 8/7/2017


Help Keep Bigger Trucks Off Our Roadways by Cindy Mills

Special interests in Washington, D.C., have pushed for years to make longer and heavier tractor-trailers legal. While trucks play a vital role in our state’s economy, state and local leaders know that bigger trucks would cause additional damage to our roads and bridges and make our highways more dangerous. We need your help to prevent bigger trucks from operating in California.

Industry Pushes for Bigger, Heavier Trucks Several bills debated in Congress in 2015 would have increased the size and weight of trucks. One bill would have increased the national truck weight limit from 80,000 pounds to 91,000 pounds, and other legislation called for longer double-trailer trucks, called “Double 33s.” Members of Congress listened to their constituents, who opposed this legislation, and rejected both bills. Proponents of bigger trucks, however, show no signs of backing down. Bigger-truck proponents are lobbying for longer doubletrailer trucks – 91 feet in length – as well as heavier trucks again this year. FedEx CEO Fred Smith testified in support of Double 33s at a February 2017 hearing conducted by the House Transportation and Infrastructure Committee. These trucks would increase profit margins for his company at the expense of highway safety.

Increasing Highway Safety Concerns A 2015 U.S. Department of Transportation (USDOT) report delivered to Congress in early 2016 recommended that Congress not approve heavier or longer trucks. According to USDOT, Double 33s need 252 feet to stop — 22 feet farther than the stopping distance of double-trailer trucks on the road today. To make matters worse, USDOT also found that double-trailer trucks have 58 percent higher out-of-service violation rates than single-trailer trucks. This is a critical finding because an Insurance Institute for Highway Safety (IIHS) study published in 2016 found that a truck with any out-of-service violation is 362 percent more likely to be involved in a crash. (Vehicle safety inspectors and

other law enforcement officials use the out-of-service criteria, which define certain conditions that pose an imminent hazard to safety, to order the driver and/or the commercial motor vehicle out of service. An out-of-service violation removes the driver and vehicle from the roadway until the violation is corrected.) Heavier trucks tend to have a higher center of gravity because the additional weight is typically stacked vertically. Raising the center of gravity increases the risk of rollovers. Triple-trailer trucks are more likely to experience trailer sway and the “crack-the-whip” effect.

Damage to Bridges and Other Infrastructure According to USDOT, heavier and longer trucks would have negative impacts on infrastructure. Increasing truck weight limits to 91,000 pounds would adversely affect more than 4,800 bridges and incur up to $1.1 billion in additional federal investment. Furthermore, proposed 97,000-pound trucks would negatively affect over 6,200 bridges, incurring up to $2.2 billion in additional funding. USDOT found that longer double-trailer trucks would require nearly 2,500 interstate and other National Highway System bridges to be posted with weight limits or face further damage, costing up to $1.1 billion in immediate bridge strengthening or reinforcement.

Express Your Opposition Please write or call your U.S. senators and your U.S. representative and tell them you oppose bigger tractor-trailers on California highways. Copies of the League’s letter of opposition as well as a sample letter are available on the League website at www.cacities. org/Policy-Advocacy/Federal under “2017 Federal Letters and Background Papers.” For additional information, contact Cindy Mills, California regional director for the Coalition Against Bigger Trucks (CABT), at cmills@cabt.org or visit the CABT website at www.cabt.org. ■

Cindy Mills is California regional director of the Coalition Against Bigger Trucks (CABT) and can be reached at cmills@cabt.org.

www.westerncity.com

Western City, September 2017

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Connect With ILG at the Annual Conference by Melissa Kuehne and Martin Gonzalez The Institute for Local Government (ILG) is offering a number of conference sessions and events at this year’s League of California Cities 2017 Annual Conference & Expo. ILG is also hosting a table at the Expo — stop by and meet our staff, browse our materials and get answers to your questions.

AB 1234 Training: Public Service Ethics Laws and Principles State law requires elected and appointed officials to receive two hours of training in specified ethics laws and principles every two years. Join a panel of experts as they provide an overview of essential ethics laws and principles, and receive or renew your certification in the pre-conference session.

Personal and Organizational Ethics: How Do Cities Sustain an Ethical Culture? Promoting personal and organizational ethics can present many challenges. What practices can a city put in place to promote public trust and confidence? How can cities minimize the risk of missteps that could undermine or damage this trust and confidence? This interactive session will help answer these fundamental questions and provide attendees with tips to implement ethical best practices in their communities. Topics will include a brief overview of California’s ethics laws, hypothetical examples illustrating ethical missteps and how to avoid them, a recent survey of agency practices and tools for reinforcing a culture of ethics throughout your city.

Partnering on Intersecting Community Challenges Issues of race, equity and immigration and how communities can work together

The Beacon Spotlight Award honors cities’ sustainability efforts. on these nuanced issues are the subject of widespread discussion among members of the public, elected officials and public administrators. This interactive session will explore these issues in a local government context. Attendees will hear about the latest research, best practices to engage underrepresented communities, and the experience of a city participating in the Government Alliance on Race and Equity, a national network of government agencies working to achieve racial equity and advance opportunities for all.

Strong Partnerships Address Hunger, Homelessness and Youth in Need Addressing the many needs of today’s diverse youth presents challenges for many cities. Leaders in Culver City are taking an innovative, collaborative approach to address hunger, homelessness and student services to better serve one of their most vulnerable populations: youth in need. Panelists will share their experiences of how partnerships can improve access to services and increase positive outcomes for children, families and the entire community. The Culver City Compact, a partnership among the city, schools, local

businesses and community organizations, offers a model for providing services and evaluating how to best meet youth needs.

Beacon Spotlight Award Ceremony For more than a decade, California communities have led the nation on responding to climate change. Cities and counties from throughout the state will come together at the annual conference to be recognized for their achievements in: • Saving energy; • Reducing greenhouse gas emissions; and • Adopting policies and practices that make our communities more sustainable, resilient and green. Join ILG at its annual Beacon Spotlight Award Ceremony, Thursday, Sept. 14, at 5:00 p.m. in the Tsakopoulos Galleria of the Sacramento Public Library, to honor local governments that are making a difference. For more information, contact Karalee Browne at kbrowne@ca-ilg.org. Explore ILG programs and initiatives at www.ca-ilg.org. ■

Melissa Kuehne is communications and development manager for the Institute for Local Government and can be reached at mkuehne@ca-ilg.org. Martin Gonzalez is executive director of ILG and can be reached at mgonzalez@ca-ilg.org.

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League of California Cities

www.cacities.org


State Launches Initiatives to

Maximize Housing Resources With New ADU Financing and Other Tools

by Tia Boatman Patterson What’s the answer to the housing crisis facing California? A potluck. The California Housing Finance Agency urges those working to create affordable housing solutions — from state government agencies to counties, cities, nonprofits and all other relevant entities — to give this idea some consideration. A community holds a potluck when it wants to combine its resources to make the resulting meal more bountiful than one person could easily put together. And with limited resources available to fund the creation and preservation of affordable housing in California, that kind of collaboration is the best way to get better results.

In particular, partnerships between state agencies and local governments are a key way of maximizing resources and putting us one step closer to resolving California’s current housing troubles.

Supply and Demand It’s no secret that California is in crisis, as the demand for housing far exceeds the supply. In the first public draft of the Statewide Housing Assessment, the Department of Housing and Community Development — the sister agency of the California Housing Finance Agency (CalHFA) — reported that the state needs to create 180,000 housing units per year to keep up with California’s growing popula-

tion. Current numbers from the California Department of Finance show that the state has bounced back from the depths of the recession, when less than 50,000 units were created per year from 2009 to 2012, but that California’s current production of 100,000 units per year is still well under the state’s housing needs. Looking more closely at those numbers and future projections indicates how California will experience these effects at the local and statewide levels. Of those 100,000 units being created per year, approximately half are single-family homes and the other half are multifamily developments. continued on page 40

Tia Boatman Patterson is executive director of the California Housing Finance Agency and can be reached at tpatterson@calhfa.ca.gov.

California urgently needs more housing, especially affordable housing.

www.westerncity.com

Western City, September 2017

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CEQA: New Strategies for Streamlining Environmental Review by Shaye Diveley

Q: Have you heard about the environmental impact report that took seven years?

A: That’s no joke.

And it’s not funny. Over the past 47 years, the California Environmental Quality Act (CEQA) has required local and state agencies to analyze and identify environmental impacts before approving projects. For nearly as long, developers, local governments and others have sought reforms to make the CEQA process more efficient and less costly and time-consuming. Many of these efforts (such as those seeking ministerial approvals of projects and enforceable time frames on review) have been merely pipe dreams, and the core of

CEQA — public disclosure of information about the potential environmental impacts of projects — has remained the same. In recent years, however, legislative changes, court decisions and greater utilization of existing provisions in the law have shown real results in streamlining the CEQA process. These options include expanded use of exemptions, “fast-track” legislation and “tiering off ” existing environmental impact reports (EIRs). A few of these options are discussed here. Agencies should keep these and other strategies in mind as such options have

the potential to meaningfully reduce the time and cost associated with environmental review.

Avoiding the Dreaded EIR The EIR: Those three letters can strike fear in planners and developers operating under tight time constraints, and for good reason — when a project requires the preparation of an EIR due to potential impacts on the environment, the costs and time required increase significantly. However, several available options can continued

Shaye Diveley is an attorney with the law firm of Meyers Nave and can be reached at sdiveley@meyersnave.com.

www.westerncity.com

Western City, September 2017

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CEQA: New Strategies for Streamlining Environmental Review, continued

help avoid the need to prepare a full EIR for certain projects, particularly when a prior environmental document has already analyzed environmental impacts. Two types of CEQA exemptions, statutory and categorical, can eliminate the need to prepare an environmental analysis for qualifying projects. Statutory exemptions expressly provide that certain projects do not need to comply with CEQA. For example, several exemptions under CEQA are available for infill projects that meet certain conditions. Residential projects that are consistent with a Specific Plan can qualify for an exemption (under Government Code Section 65457) that would eliminate the need to prepare any CEQA document. Similarly, residential, employment center or mixed-use projects in transit priority areas can qualify for an exemption (under Public Resources Code Section 21155.4) if they are consistent with certain plans and policies.

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League of California Cities

Categorical exemptions allow for entire classes of projects to avoid the need to comply with CEQA because the state has determined that these categories of activities do not have a significant effect on the environment (CEQA Guidelines Section 15300). These exemptions are often best used for minor development projects (small structures, single-family homes, alterations to existing buildings and some infill) because the presumption of no environmental impact can be rebutted if there is evidence of potential impacts. However, the 2015 California Supreme Court decision in Berkeley Hillside Preservation v. City of Berkeley provides more certainty for agencies looking to rely on such exemptions. Another way to avoid the need to prepare an EIR for a project is by examining opportunities to “tier” off a prior environmental document. Tiering generally refers to instances where an earlier, broader

environmental document covers the general impacts of a program or larger-scale project, so that subsequent environmental documents for a related individual project can be narrow and focused on any unique or unanalyzed issues. CEQA encourages the use of tiered environmental documents to reduce time and excessive paperwork in the review process by eliminating repetitive analyses of issues that were addressed in the program EIR. Though tiering was formerly more limited to master plans and similar documents, the Legislature enacted SB 375 (Steinberg, Chapter 728, Statutes of 2008) to enable certain qualifying projects to tier off Sustainable Communities Strategies or Alternative Planning Strategies developed to meet California’s climate-change goals. Finally, Public Resources Code Section 21166 allows for the use of an addendum to a prior EIR or Negative Declaration

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where only minor changes or additions are necessary and there is no change to the analysis in the prior documents. Addenda do not need to be circulated for public comment and can significantly streamline the CEQA process.

The Need for Speed Preparation of the EIR is not the only element of the process that can contribute to delay. One of the most time-consuming aspects of the CEQA process can be litigation challenging the environmental review and project approvals, which has become increasingly commonplace for many projects. In SB 743 (Steinberg, Chapter 386, Statutes of 2013), the Legislature enacted fast-track options for certain projects that are certified as Environmental Leadership Development Projects, which minimize these causes of delay. This includes a 270-day period for judicial review of any legal challenge to the project’s approval through the court of appeal (a process that typically takes two or more years). The law also requires the agency to concurrently prepare the administrative record during the CEQA process, so that the public has access to records, and to avoid delay if a lawsuit is challenged. These provisions can have significant time-saving benefits, as was evident in the CEQA challenge to the Sacramento Kings arena project.

Several available options can help avoid the

need to prepare a full EIR for certain projects.

SB 743 also enacted a streamlining provision for residential, mixed-use residential or employment center projects in infill sites within transit priority areas. This provision eliminates the need to analyze the aesthetic and parking impacts of such projects. While not specifically a fast-tracking provision, this provision can potentially streamline the CEQA process for such projects.

Home Remedies

the review process. For example, the concurrent preparation of the administrative record can provide significant time-saving benefits and help identify evidentiary issues early in the process, thus reducing the time, costs and risk of litigation. Posting environmental documents, comments and other project documents on websites not only furthers CEQA’s public disclosure goals, but also reduces the likelihood of public complaints about access to information and the potential for delay. ■

Even if a specific legislative provision is not available for a certain project, it is possible to “borrow” some streamlining aspect for

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Crisis Management for Cities by June Catalano

On Sept. 9, 2010, a Pacific Gas and Electric pipeline exploded in San Bruno, killing eight people and destroying 38 homes. On August 24, 2014, a 6.0 magnitude earthquake struck the City of Napa, severely damaging much of its historic downtown and infrastructure. These events were very different but both required specific skills to lead the city organization and the community toward recovery. The incidents in San Bruno and Napa required each city to deal with devastated employees, respond to the media and public records requests, assist council members in developing consistent and appropriate public statements and, most importantly of all, assure their communities that elected officials and staff were competently responding to the crisis. While this article addresses major disaster-related events, crisis management can also apply to less catastrophic issues, such as a serious staff mistake, financial malfeasance or a development project gone very, very wrong.

Defining Roles and Responsibilities In a crisis, it is particularly important to establish ground rules early, such as:

It is important that the mayor not take on the city manager’s role. The mayor can convey concern and sympathy and act as a direct liaison to constituents, but the city manager assures the public that the professionals responsible for running the city are investigating the issues, resolving conflicts and effectively managing the city through the crisis. This can help avoid assumptions that the event is being politicized. The public wants a mayor who understands their concerns and can speak on behalf of the council, but the city manager must reassure the community that a skilled professional staff can deal with the emergency.

Responding to the Unimaginable In the case of San Bruno, a city of approximately 40,000 people, the unimaginable happened. Families in the Crestmoor neighborhood were sitting down to dinner when a high-pressure natural gas pipeline, which lay under the street for over six

decades, suddenly exploded. The gas spewing from the ruptured pipe ignited, shooting flames 600 feet into the air and setting the neighborhood on fire. Hundreds of first responders from throughout the region rushed to the city, which would not be able to assess the full extent of the damage until several days later. San Bruno City Manager Connie Jackson, along with Mayor Jim Ruane, played an essential role in setting the pattern for the public appearances that followed. In addition to the 38 homes destroyed, dozens more were damaged, some so severely that they could not be occupied for weeks or months. San Bruno city staff worked around the clock to ensure assistance for frightened residents and re-establish some semblance of normal community life. Even as the city was still working to extinguish the fire, the city manager and mayor held the first of dozens of press conferences, beginning the process continued

The 2014 earthquake caused widespread damage in the City of Napa.

• Who speaks for the council; • Which experts are needed; • What information will be available; and • What can be shared and when it should be shared. Although council members often want to address the event individually, it is much more effective to have one person — usually the mayor — speak for the council while the city manager speaks for the staff.

June Catalano is city manager of Pleasant Hill and can be reached at Jcatalano@pleasanthillca.org. www.westerncity.com

Western City, September 2017

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Crisis Management for Cities, continued

of reassuring the community that their leaders were present, they understood the suffering that residents were experiencing, the city was in control and the community would recover. Jackson believes the mayor played a crucial role as the face of San Bruno, demonstrating empathy for its traumatized citizens and advocating commitment to the necessary steps toward full recovery. Equally important was the manager’s role in assuring

residents that the city’s professional staff understood what the community needed and was acting to protect and support them.

The Importance of Clear, Accurate Communication and Teamwork As a result of the Napa earthquake, the city red-tagged 156 commercial and residential structures, deeming them

uninhabitable, and yellow-tagged 1,398 buildings, indicating moderate damage and limited use. Damage to the city’s infrastructure reached $57 million. In addition, severe damage to area wineries impacted the city’s economy. Rapidly communicating to the residential and business communities what steps the city was taking to fix the infrastructure and respond to damaged structures was critically important, according to City

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Responding to the 2010 Pacific Gas and Electric pipeline explosion that killed eight people and destroyed 38 homes in the City of San Bruno required leadership, coordination and empathy from city staff and local elected officials.

Manager Mike Parness. It was also essential to get the tourism industry restarted and to address fears about unsafe conditions. This situation required the city to communicate accurately with the media, remain accessible and provide timely responses to numerous requests for information. While some crises can be planned for and managed from a template, sometimes no template exists. An unexpected event requires careful, strong management and coordinated teamwork in the face of extreme pressure. ■

Hear Experts Discuss Crisis Management for Cities at the Annual Conference Attend the “Crisis Management for Cities” session at the League of California Cities 2017 Annual Conference & Expo to learn more about this topic. Leaders who guided their cities through the two events described in this article will discuss what worked, what didn’t work and key lessons learned. In addition, a communications expert will provide guidance on preparing for a crisis and disseminating information to the public and key community leaders under extremely tight deadlines. The session will be held Friday, Sept. 15, from 11:00 a.m. to 12:15 p.m. See the conference program for location details.

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Western City, September 2017

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The Public Official and the FPPC: by Michael Martello

Don’t Miss This Session at the Annual Conference Interested in learning more? Attend “The Public Official and FPPC: Silent Partners in Transparency” at the League of California Cities 2017 Annual Conference & Expo in Sacramento. The session will be held on Thursday, Sept. 14, from 8:15 to 9:30 a.m. See the conference program for location details.

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League of California Cities

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Forging a New Partnership

DISCOVER The Difference

A new initiative of California cities and the Fair Political Practices Commission (FPPC) aims to achieve greater transparency and enhance the capacity to respond to increasing demands for ethical behavior in public service. This initiative is the subject of a session titled “The Public Official and FPPC: Silent Partners in Transparency” at the League of California Cities 2017 Annual Conference & Expo, Sept. 13–15 in Sacramento. Plan to attend, learn about this new effort and participate in the session panelists’ lively discussion.

The Political Reform Act, Cities and the FPPC

When a public official runs afoul of the laws and rules generally categorized as “ethics laws,” it contributes to the public perception that all public officials are unethical. But because local government is the level of government closest to the people, cities are perhaps best positioned to counter this perception. City councils lead the communities they serve; they can set the tone and foster a culture of ethical behavior for public servants.

The statute enacted by Prop. 9 was only the beginning, however, as the fledgling FPPC had to hire staff, determine how to answer the questions of those subject to the Political Reform Act and adopt the regulations that today spell out what is required for compliance.

It’s sometimes said that a community gets the level of ethical behavior in its local government that the community demands. We see those demands all around us. This conference session is designed to help local elected officials and their communities be proactive about ethical behavior. With some interesting case studies to guide us, a partnership among a local community, the League and the FPPC can provide numerous resources to help the community engage in dialogue about this important issue.

Proposition 9, also known as the Political Reform Act, passed in 1974 and created the Fair Political Practices Commission. California voters approved the ballot measure on the heels of the Watergate scandal, and overnight California became a leader in requiring disclosure of financial and other interests from those serving the public. This includes elected and appointed officials, judges and some staff and consultants.

The regulatory effort spanned nearly 20 years. It seemed that every year, those subject to the Political Reform Act had new questions about issues that were not clearly spelled out in the act. By the mid to late 1990s, the regulated community found itself increasingly at odds with the FPPC over what it believed was overregulation or a regulatory scheme that was too complex. At the same time, the FPPC was frustrated by a backlog of requests for written advice on conflicts of interest and by the growing number of violators who sometimes flaunted their disregard for the rules.

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continued

Michael Martello is a retired city attorney and can be reached at martello.michael@gmail.com. www.westerncity.com

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The Public Official and the FPPC: Forging a New Partnership, continued

The Evolution of a Relationship Throughout this 20-year period, League staff and the League’s City Attorneys’ Department worked closely with the FPPC — but often in a reactive mode. This dynamic was not the productive one that we enjoy today. At times, the relationship was openly adversarial. For example, in the early 1990s, the FPPC considered holding city attorneys, city clerks and others responsible for giving incorrect or negligent advice to an official that led to a violation of the Political Reform Act. This got everyone’s attention, but particularly that of the City Attorneys’ Department officers, including Steve Eckis (who served as department president from 1991– 92) and JoAnne Speers, then-general counsel for the League. Together they launched an effort to recast the relationship between cities and the FPPC and its staff.

The City Attorneys’ Department used the metaphor that we, the community regulated by the Public Records Act, were like troops in the field and the FPPC was like the Pentagon: We were all fighting for the same cause. At first this was easier said than done. Violations were rampant, and cities were generally treated much the same as other public agencies that typically demonstrated less awareness of — or regard for — many of the rules. The work to build a better relationship with the FPPC continued under the leadership of Ariel Calonne, who established the City Attorneys’ Department FPPC Committee during his 1998–99 term as department president. From that point forward, a representative of the City Attorneys’ Department attended nearly every monthly FPPC meeting. The fledgling partnership pressed on. The League worked closely with the FPPC on new regulations and invited its

representatives to speak and participate in our training sessions for city attorneys, city clerks and others. FPPC staff reviewed and offered comments on a League publication that explained many of the ethics rules. And the League joined the FPPC in lobbying for more budget dollars for their own training programs. The Institute for Local Government (ILG), the League’s nonprofit research affiliate, promotes good government at the local level with practical, impartial and easy-to-use resources for California communities. ILG launched an ethics program in 2000 and, in 2002, began publishing a bimonthly Western City column called “Everyday Ethics for Local Officials” that appeared in the magazine through 2014. “Everyday Ethics” presented public agency scenarios, explored ethical frameworks and provided helpful tools for local government staff and officials. (These resources remain relevant and useful today and can be found at www.westerncity.com.)

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League of California Cities

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A new era began with the passage of AB 1234 (Chapter 700, Statutes of 2005), which requires elected or appointed officials to take two hours of training in ethics principles and laws every two years. The League, ILG and other local agency associations collaborated with the FPPC on programs and resources that supported the implementation and achievement of AB 1234 goals. But that work is far from complete.

The Political Reform Act passed

Expanding the Partnership

of financial and other interests from

The partnership described here was unlikely and hardly envisioned by Prop. 9 proponents. It was, however, the best approach to achieving the goals of the ballot measure. After more than 40 years, it is time to take it to the next level, and elected officials and other leaders can make a measurable difference in this effort. Although the Political Reform Act does not mention the word “ethics,” 30 years later, AB 1234 both mentions ethics and

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in 1974, and overnight California became a leader in requiring disclosure those serving the public. requires training on ethics. It also added the concepts of transparency, fair dealing, access for all and fair public contracting, among other goals.

Partners in Transparency” session at the annual conference for new ideas to take back to your community and inspiration to make a positive difference.

But work remains to be done. Attend “The Public Official and FPPC: Silent

For links to related resources, read this article online at www.westerncity.com. ■

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23


Will Driverless Vehicles Create a Better Future? by Dan Sperling

Maybe you use Zipcar, Lyft or Uber or know someone who does. You’ve probably seen a few electric vehicles on the streets. And you’ve undoubtedly heard and read stories about self-driving cars coming soon and changing everything. But how fast are the three revolutions in electric, shared and automated vehicles happening, and will they converge? Will many of us really be willing to sell our cars and share rides and vehicles with others? Will we trust computers to drive? How aggressively will regions and nations encourage — or discourage — these revolutions? City leaders can anticipate rather than react to revolutionary transportation changes. Steve Heminger, executive director of the Metropolitan Transportation Commission in the San Francisco Bay Area, says, “Now is the time to ensure our regions reap all the possible benefits of these changes. We are at a crossroads, with many possible paths. Some lead to a far more unjust and polluted world. Others can deliver us from that world. The more attractive future requires leadership.”

Potential Scenarios The transition to shared, electric and automated vehicles could evolve in very different directions. The effects of driverless cars on traffic congestion and sprawl could be very positive or very

negative. Electric vehicles (EVs), including those powered by hydrogen, will decrease the use of fossil fuels and greenhouse gas emissions. Shared use of vehicles, when rides are pooled, would reduce the number of vehicles on the road and therefore lessen congestion and emissions. Automation will extend the benefits of shared mobility and electrification. In the most positive scenario, pooled, electric, driverless cars eliminate congestion, reduce local pollution and greenhouse gas emissions and enhance accessibility. In today’s world, personal cars are among the most underutilized assets in our economy, used only about 5 percent of the time on average. Ride pooling would enable cities to repurpose areas now designated for parking, freeing up space to make neighborhoods safer for walking and biking. The potential synergies from combining the three revolutions are huge. Studies from independent entities such as Lawrence Berkeley National Laboratory, the International Transport Forum and the University of Washington suggest that shared, electric and automated vehicles could result in a dramatic reduction in greenhouse gas emissions. Electric vehicles would reduce emissions because they utilize energy more efficiently than internal combustion engine vehicles and would benefit from the shift to renewable and low-carbon electricity.

Dan Sperling is a professor of civil and environmental engineering and environmental science and policy. He is also director of the Institute of Transportation Studies at the University of California, Davis. He can be reached at dsperling@ucdavis.edu.

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Annual Conference Session Takes a Closer Look Transportation is on the cusp of a revolution. More models of electric vehicles are being offered than ever before. New app-based mobility services are now part of our daily lives, and the advent of driverless vehicles is close at hand. The convergence of these transportation revolutions has the potential to significantly improve the livability of communities, though this outcome is not inevitable. This topic is the focus of a session at the League of California Cities 2017 Annual Conference & Expo, where attendees will learn about innovative applications and emerging partnerships, hear the latest scientific insights on potential public benefits and impacts and explore the role of local government in shaping this new transportation paradigm. Panelists will include Dan Sperling, author of this article; Sacramento Mayor Darrell Steinberg; Metropolitan Transportation Commission Executive Director Steve Heminger and Lyft Transportation Policy Manager Debs Schrimmer. The session will be held Friday, Sept. 15, from 8:00 to 9:15 a.m. See the conference program for location details.

Sacramento Mayor Darrell Steinberg is looking to head down this sustainable path. He says, “We’re asking how can driverless cars, especially powered by alternative fuels, combat global climate change and air pollution? How can they be used to enhance our city’s transit? How are we using them to connect our neighborhoods to opportunities?” Cities and transit operators will play a big role in ensuring that the three revolutions benefit everyone. If driverless cars are personally owned, it will mean more traffic and more cost, exacerbating the divide between mobility haves and have-nots. It would also lead to more sprawl as people seek affordable homes farther and farther away from where they work, opting for long commutes and cheap mortgages over proximity and more expensive real estate. Cities can counteract new pressures for fringe development with compact development strategies and supporting development around high-density transit corridors, as well as ensuring that most driverless vehicles are used for pooling by mobility service companies. And transit operators can assist by partnering with mobility service companies to increase first- and last-mile access and fill gaps, allowing them to do what they do best: serve dense traffic corridors. Automation and pooling can be turned into an opportunity. We can shift to taxing items with negative impacts — such as pollution, greenhouse gas emissions and traffic congestion — and

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reduce taxes on things with positive impacts, especially income and work. In addition, we can rethink job security. In the short term, we will see increased jobs, and over time we can adopt safety nets for those workers stranded by the transformation who did nothing to merit the loss of their income and profession.

Challenges for Policy-Makers Political leadership during these transformations is critical. Choosing which path to take will not fall solely on the shoulders of any single city, state or national leader. Safety regulation of driverless technology rightly falls to state and federal agencies, but cities will need to work with private industry to develop partnerships and policies that result in broader benefits. “National regulatory consistency in autonomous vehicle policy is extremely important, but it will take a collaborative approach that includes engagement with cities to manifest the sustainable mobility transformation we all want to achieve,” says Emily Castor, Lyft’s director of transportation policy. Developing policies that steer these three revolutions to the public interest will not be simple, but it is achievable. The challenges are substantial, but so are the benefits. Let us not be shortsighted and narrow-minded. There is enormous potential for partnering, creative thinking and equitable public policy-making. ■

Western City, September 2017

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Annual Confe League of California Cities 2017

ANNUAL CO N FER ENC by Jennifer Whiting

J

oin approximately 1,800 city officials from throughout California at the League of California Cities 2017 Annual Conference & Expo, Sept. 13–15 in Sacramento. Attend educational sessions and hear about inspiring ways to better serve your city and residents. Visit the Expo to find state-ofthe-art products and cost-saving services and explore the League Partner Speaker Theater presentations. And while you are

at the conference, use this opportunity to advocate for your city at the state Capitol during the final days of the legislative session.

resources. Join us on Wednesday, Sept. 13, at 5:00 p.m. for the Expo Grand Opening, held in conjunction with the Host City Reception.

Expo and Grand Prize Giveaway

Is your city prepared for an emergency? U.S. Communities, the League-sponsored government purchasing program, returns to the Expo this year with an Emergency Preparedness zone. Walk the red carpet on the Expo’s 2nd Street aisle and discover products and solutions to help

This year’s Expo will showcase more than 255 exhibitors, including 80 first-time exhibitors. Be sure to schedule time to meet with vendors and learn how your city can benefit from their products, services and

Jennifer Whiting is director of education and conferences for the League and can be reached at jwhiting@cacities.org. For more information about the conference, visit www.cacities.org/events.

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League of California Cities

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erence & Expo E & EXPO HIGHL IGHTS Sacramento Convention Center, Sept. 13–15 ensure that cities are ready in the event of an emergency. Exhibiting suppliers include Club Car, Farber Specialty Vehicles, Graybar, HD Supply, Insight Public Sector, Premier Inc. and TAPCO. Be sure to also visit the second U.S. Communities red carpet zone on the Expo’s 7th Street aisle and meet representatives from Amazon Business, GameTime, Columbia Vehicle Group and Trane. One lucky city will win the Grand Prize Giveaway this year — a $3,000 voucher that may be used for products or services from any exhibiting U.S. Communities

www.westerncity.com

supplier. The 2017 drawing will be held Friday, Sept. 15, during the Closing General Assembly. Entry details can be found inside the two U.S. Communities zones. A representative from the city selected in the random drawing held during the Closing General Assembly must be present to win.

League Partner Village In the Expo Hall, you can find the League Partner Village, an area featuring highlights and successful examples of public-private partnerships. Explore

case studies of innovative projects and programs that have worked in California cities. Gain insight from elected officials, city staff and industry experts who offer creative solutions to some of the challenging problems that cities face. The League Partner Village also showcases the work of the Helen Putnam Award for Excellence winners. Stop by to learn firsthand from the city staff who implement these award-winning projects and programs.

continued

Western City, September 2017

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League of California Cities 2017 Annual Conference & Expo Highlights, continued

Networking Opportunities The conference offers attendees many ways to connect with colleagues and experts from throughout the state to discuss common concerns, exchange ideas and share solutions. Be sure to take advantage of the networking events hosted during the conference by the League’s diversity caucuses, regional divisions and the League Partners.

League Professional Departments The League’s members comprise 11 professional departments, all of which play an integral part in developing and delivering educational events and networking opportunities. These departments include: 1. City attorneys; 2. City clerks; 3. City managers; 4. Community services; 5. Fire chiefs; 6. Fiscal officers; 7. Mayors and council members; 8. Personnel and employee relations; 9. Planning and community development; 10. Police chiefs; and 11. Public works officers. Each professional department is represented on the League board of directors and plays a key role in League policymaking. Most department business meetings will be held in the late morning, Wednesday, Sept. 13.

Regional Divisions

The League’s 16 regional divisions function as a grassroots advocacy team and give city officials a way to become more involved in activities that enhance the quality of life in their communities. The divisions provide the League board of directors with a diverse range of perspectives and give a voice to member cities throughout the state. All divisions are

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staffed locally by the League’s regional public affairs managers. League divisions also hold networking events during the conference. Contact your regional public affairs manager (www.cacities.org/ yourmanager) for more information.

Brown Act Requirements and League Conferences Please note that the Brown Act, also referred to as California’s Open Meeting Law, permits a majority of the members of a legislative body to attend a conference (or similar gathering open to the public) that addresses issues of general interest to the public or public agencies of the type represented by the legislative body. However, a majority of the members cannot discuss among themselves — other than as part of the scheduled program — business of a specific nature that is within the local agency’s jurisdiction. The League has long been a strong advocate for open government and transparency. City officials believe this compliance serves the best interests of their communities and helps foster public trust and transparency in local government.

Explore the Conference Online and With the Mobile App Visit the League’s annual conference page at www.cacities.org/acsessions to plan your conference schedule. You can also

download our free mobile app, designed to help maximize your time at the conference. The app allows you to view the schedule of events, customize your schedule, import your selected sessions into your calendar, access session materials and speaker bios, find exhibitor information and more. Find the app by searching in the App Store for “League of California Cities” or “CACities.”

Receive Updates on Key Legislative Developments While you attend the conference, stay informed about the latest developments across the street at the state Capitol and take a short walk to advocate for your city. You can join the League’s Legislative Advocacy Team by signing up for the League’s advocacy app on your smartphone or tablet. Team members receive calls to action on high-priority legislative issues and instant updates on legislation that affects cities. The app’s special features make it easy to take action in several ways. To sign up for the app, contact your regional public affairs manager to obtain a registration form (information on how to reach your regional public affairs manager can be found at www.cacities. org/regionalmanagers) or email Bismarck Obando, director of public affairs, at bismarck@cacities.org. ■

Council members and city staff network and attend a panel discussion at the conference.


2017 ANNUAL CONFERENCE & EXPO HIGHLIGHTS

League Partners appear in blue. Companies exhibiting in the U.S. Communities area of the Expo appear in bold. 5 Bars Communities LLC

Custom Fabrication Inc.

Accela2

California Dept. of Housing & Community Development

ADA Consultant Services

California Fuel Cell Partnership

Dapeer, Rosenblit & Litvak LLP

Advancing California Financing Authority

California Housing Finance Agency (CalHFA)

Dart Container 2

Agenda Online

California Joint Powers Insurance Authority

Aircon Energy

California Specialized Training Institute

Davey Resource Group, a Division of the Davey Tree

Alliance Building Solutions

California State Water Resources Control Board

David Taussig & Associates Inc.

California Statewide Communities Development Authority

DGS Statewide Travel Program

Alliance Resource Consulting LLC Amazon Business Ameresco ANP Lighting Aquadyne Associates Arborjet Artistic Holiday Designs Artistic Resources Corp

CalPERS

CXT Prefabricated Concrete Buildings

Dekra-Lite

Dividend Finance – Figtree Financing DLR Group

CannaRegs

Doosan-Bobcat

Cannon CA-NV Section, American Water Works Association

Dude Solutions Eaglelift Inc. Earth Systems

Asphalt Zipper

Carpenter/Robbins Commercial Real Estate Inc.2

Avery Associates2

Charles Abbott Associates

ECS Imaging Inc.

Avolve Software

Churchwell White LLP

Ecube Labs Co. Ltd.

Best Best & Krieger LLP1,2

Citrus Pest & Disease Prevention Program

Emerald Data Solutions Inc.

Best Friends Animal Society

City Ventures

Ennis-Flint

Blais & Associates

CitySourced

Envisio Solutions Inc.

BlueDAG LLC

CleanStreet

Exeloo Public Restrooms

Bob Murray & Associates

Climatec LLC

EZ Street Company

Borrego Solar Systems, Inc.

Club Car LLC

Fair Political Practices Commission

Breezer Holdings/Breezer Mobile Cooling

Columbia Vehicle Group

FairVote California

Burke, Williams & Sorensen LLP1,2

Community Champions

Farber Specialty Vehicles

Cal Signal Corp/DDL Traffic/Eltec Corp

Complus Data Innovations Inc.

FATHOM

California Association of Public Information Officials

Construction Testing Services

Fieldman, Rolapp & Associates Inc.

Con Edison Solutions

ForeFront Power

California Building Officials

Contractor Compliance and Monitoring Inc.

Foundation Support of California

California Building Standards Commission

Corcentric

Frontier Energy Inc.

California Consulting LLC

Crown Castle International Inc.1,2

Gallagher Asphalt Corporation

California Dept. of General Services

CSG Consultants Inc.

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Econolite Group Inc.

continued

1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Aug. 1, 2017. Visit us at www.cacities.org/2017expo.

www.westerncity.com

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2017 Annual Conference & Expo Highlights, Expo Exhibitors, continued

GameTime

Jamboree Housing Corporation

Macias Gini & O’Connell LLP (MGO)

GeoStabilization International

John Deere Company

Mann Urutia Nelson CPAs

Gordian

Johnson Controls

Many Mansions

Government Service Desk

Jones & Mayer

Matrix Consulting Group

GrantFinder

Kaiser Permanente

McGeorge School of Law

Graphic Solutions

Kasdan Lipp Smith Weber Turner, LLP

Meyers Nave1,2

Graybar

Keenan & Associates2

Michelson Found Animals Registry

Greenfields Outdoor Fitness

Keyser Marston Associates, Inc.

MNS Engineers, Inc.

Greenshine New Energy

Kosmont Companies

HD Supply

Kronick Moskovitz Tiedemann & Girard

Municipal Resource Group LLC

HD SUPPLY WATERWORKS

MuniServices2

HdL Companies

Los Angeles County Metropolitan Transportation Authority

HEAL Cities Campaign

LaneLight/ITEM Ltd.

nCourt

Heartland Payment Systems

LCPtracker Inc.

NEOGOV

Helix Steel

LEADSUN

Nexlevel Information Technology

Hemet Valley Recovery

Learn4Life

Next 10

Holman Capital Corporation

LECET Southwest

NLC Service Line Warranty Program

HR Green Inc.

Library Systems & Services

NO-DES Inc.

IBank

Liebert Cassidy Whitmore1

In God We Trust America Inc.

Lincoln Financial Group

North American Society for Trenchless Technology

Insight Public Sector

Local Search Association

Iteris Inc.

LSL CPAs

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Mudhen

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1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Aug. 1, 2017. Visit us at www.cacities.org/2017expo.

MuniTemps

Northern California Carpenters Regional Council NV5 Nyhart Omni-Means Ltd.

Vendors at the Expo stand ready to discuss innovative solutions to municipal challenges.

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Open Counter Enterprises Inc. OpenGov OppSites OpTerra, an Engie Company OSRAM/Sylvania Lighting Solutions

The Expo provides many opportunities to explore products and services that help cities serve their communities more efficiently.

Otto Environmental Systems North America Inc. Overton Safety Training Inc. PARS2

Pennino Management Group PERC Water Peter C. Foy & Associates PinnacleRX Solutions Piper Jaffray PlaceWorks1 PowerFlare-PF Distribution Center Inc. Precision Concrete Cutting Premier Inc. ProAll International Manufacturing Inc. Proposal Tech Public Agency Risk Sharing Authority of California Public Financial Management Group Public Restroom Company

continued

Fiercely Protecting Our Clients Since 1927 Public Law Labor & Employment Litigation Education Law Real Estate & Business Construction Law Environmental Law Insurance Law

Law offices throughout California | 800.333.4297 | www.bwslaw.com

Peckham & McKenney

Western City, September 2017

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2017 Annual Conference & Expo Highlights, Expo Exhibitors, continued

QuickCaption

Safe Drain

Siemens2

Radarsign LLC

SAFEbuilt LLC

Silver & Wright LLP

Ralph Andersen and Associates

SafetyStepTD Inc.

SmartCitiesPrevail.org

RealTerm Energy

Sanexen Water Inc.

Sol Powered By Carmanah

Regional Government Services Authority

Schaefer Systems International Inc.

SouthTech Systems

Renew Financial

Schneider Electric

Spohn Ranch Skateparks

Renne Sloan Holtzman Sakai LLP (Public Law Group)1,2

ScholarShare Investment Board

Sportsplex USA

SCI Consulting Group

Spring City Electrical

Renovate America-The HERO Program

SeamlessGov by SeamlessDocs

Spruce Finance

Republic Services

Security Lines US

SSA Landscape Architects Inc.

Restoration ArTechs Inc.

SeeClickFix

Stanley Convergent Security Solutions Inc.

Retail Marketing Services

Seneca Systems

Stem

Retail Strategies LLC

SERVPRO

SunPower Corporation

RJM Design Group Inc.

Severn Trent-North America

Superion

RKA Consulting Group

Shaw Law Group PC

Superior Tank Company Inc.

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Roadsys LLC

Sutter Health Plus

1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Aug. 1, 2017. Visit us at www.cacities.org/2017expo.

SyTech Solutions Taborda Solutions1 TAPCO TBWB Strategies

Public Law Attorneys Helping California Cities Lead the Way Affordable Housing Cannabis Law Construction Eminent Domain Environmental Law First Amendment Labor and Employment Land Use Public Contracts Public Finance Public Records Water Law

League of California Cities

The Garland Company Inc. The Pin Center TimeClock Plus TNT Fireworks

Visit us at Booth #801 at the Annual Conference

MEYERSNAVE.COM | 800.464.3559 OAKLAND | LOS ANGELES | SACRAMENTO | SANTA ROSA | SAN DIEGO

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TeamCalifornia

TOTER WASTEQUIP

At the Expo, city officials learn about the latest tools to implement costeffective city programs and projects.


Toyota Motor Sales Inc. Trane Transtech Engineers Inc. Tribal Alliance of Sovereign Indian Nations TripBucket

Knowledgeable representatives from a diverse range of companies chat with city officials at the Expo about ways to enhance municipal services.

U.S. Communities U.S. Flood Control Corp Underground Refuse Systems Inc. Union Pacific Railroad Urban Solar US Auctions USA Properties Fund V5 Systems Inc. Vali Cooper & Associates Inc.2 Vanir Construction Management Inc. Veeam Software Corporation ViewPoint Cloud Water Talent Weedmaps Wells Fargo West Coast Arborists Inc. West Coast Code Consultants Western Propane Gas Association Willamette Valley Company

Maximize Use of Reserve Funds with the PARS Pension Rate Stabilization Program (PRSP) • Maintain local control • Greater earning potential than the general fund • Address future pension liabilities • IRS-Approved 115 Combo Trust to prefund OPEB and Pension in the same trust • Use funds to pay pension costs at any time such as an emergency situation • Potential for improved credit rating • Offset future pension rate increases created by lower discount rate assumptions For more information, please contact: Mitch Barker: 800.540. 6369 x 116; mbarker@pars.org Dennis Yu: 800.540.6369 x 104; dyu@pars.org Kevin O'Rourke : 707.249.5356; kevin@kolgs.com

Visit us in Sacramento at booth #1102 during the League of California Cities Annual Conference Sept. 13-14, 2017 www.pars.org

Willdan Ygrene Energy Fund ■

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Commit2Fit participants enjoy a free paddleboarding session.

Woodland Commits to Fitness In the City of Woodland, attention to wellness and fitness is on the rise. Since 2014, the city’s Commit2Fit program has brought together local government agencies and businesses to focus on promoting healthy living and to collaboratively provide free fitness classes, seminars and other programs to community members of all ages. Commit2Fit is a month-long fitness challenge offered twice during each calendar year. To earn recognition and fitness-themed prizes, participants track the amount of time they exercise either alone or at one of the free fitness classes offered by program partners.

Dismal Statistics Highlight Community Health Issues Results of Woodland Joint Unified School District’s 2013 Physical Fitness Test showed that only 24.2 percent of fifth graders, 31.1 percent of seventh graders

and 26.4 percent of ninth graders met all six physical fitness standards (aerobic capacity, body composition, abdominal strength, trunk extension and strength, upper body strength and flexibility). Furthermore, Yolo County’s 2014 Healthy Yolo Community Health Assessment indicated that 36 percent of men and 34 percent of women in Yolo County were overweight, and 22 percent of men and 14 percent of women were obese. In 2014, Mayor Tom Stallard worked with the city’s Community Services Department on ways to address increasing concern about the health of community residents. As a result, the city formed a committee that comprised local health clubs Cross Court Athletic Club, Oasis Club and Spa, Kaia FIT Woodland and In-Shape; the YMCA; the Woodland Joint Unified School District; Yolo County Health and Human Services

Agency; Dignity Health; and recreationoriented local businesses such as Velocity Island Water Park, NorCal Indoor Sports, and Kuk Sool Won Martial Art Center. The committee discussed how to promote healthy, active living in the community, and the concept for the Commit2Fit program grew out of this effort. Subsequently, several of these organizations and businesses have partnered with the city by hosting Commit2Fit program activities and/or providing other support to develop the calendar of free events throughout Woodland. “Commit2Fit created partnerships that might not have happened otherwise,” says Rebecca Tryon, health program coordinator for Yolo County. “It strengthened the relationship between partner agencies by sharing local resources and opportunities to engage in wellness activities.” continued on page 43

The City of Woodland won the Award for Excellence in the Health & Wellness Programs category of the 2016 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

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Western City magazine’s job opportunity section is the source for job seekers looking for positions in local government. When you place a job opportunity ad in Western City

Call Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information, or email admanager@westerncity.com. Website Job Postings Display ads are posted on our website at no additional charge. But if you miss the deadline for getting your job opportunity ad into the magazine, you can post it on the Western City website right away. To post your job opportunity ad on our automated website, visit www.westerncity.com or contact Kimberly Brady, Western City’s administrative assistant; email: kbrady@ cacities.org; phone: (916) 658-8223.

magazine, it will be posted at no additional charge on our website. For rates and deadlines, visit www.westerncity. com and click on the Advertise link.

PUBLIC WORKS DIRECTOR Under general administrative direction of the City Manager, plans, organizes, and directs the operations, programs and services of the Public Works Department. Provides direction and leadership to five operating divisions including engineering, water, waste water, streets and fleet maintenance. Bachelor’s degree in civil engineering or relevant discipline is required. Master’s degree and/ or a Professional Engineer (PE) License in Civil Engineering issued by California State Board are highly desirable. Five years of increasing responsible experience in the administration and supervision of municipal public works and engineering projects and personnel.

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Special Thanks to our amazing clients for 11 incredible years!

Salary range $97,635.20–$118,682.72, with a competitive benefits package. Incumbents in possession of PE License will receive 10% incentive pay. Deadline: OPEN UNTIL FILLED. For complete information or to apply, visit the City’s website: www.spcity.org.

www.westerncity.com

STELLAR TALENT

www.tbcrecruiting.com

PREMIER SERVICE

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Los Angeles

Western City, September 2017

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Fire Chief

City of Berkeley

Assistant City Manager

estled at the foot of Mt. Diablo in Contra Costa County, Walnut Creek is a thriving suburban community located 25 miles east of San Francisco. The City’s convenient location allows residents to enjoy a variety of unique and scenic attractions in the immediate Bay Area and throughout Northern California The City is seeking an Administrative Services Director to oversee a department comprised of Finance and Information Technology divisions, with 26.25 FTEs and a FY2017-18 budget of $4 million. This individual will have a reputation for transparency and high ethical standards, and be a strategic leader with skills to provide vision and direction to the organization. Exhibiting depth in technical expertise and a proven track record, the successful candidate will be an outstanding communicator who inspires commitment in others. A Bachelor’s degree in a related field and ten years of experience in progressively responsible positions, including five years as a manager, is required. CPA, Master’s degree and municipal experience are preferred. Salary up to $213,706; salary supplemented by an attractive benefits package. Closing date: Sunday, October 1, 2017. Recruitment brochure available at www.tbcrecruiting.com. Julie Yuan-Miu • 925.820.8436 Teri Black • 424.296.3111

(Development Services)

City of Napa

Administrative Services Director City of Carpenteria

Economic Development Manager

Contra Costa County

Public Works Director City of Alameda

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436 Bradley Wardle • 650.450.3299

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League of California Cities

CITY OF VALLEJO The City of Vallejo is located in Solano County and has a population of approximately 120,000. The City is a rapidly changing, highly diverse community located midway between the cities of Sacramento and San Francisco. It is a friendly, active waterfront community that attracts innovative, hardworking people and takes great pride in its 200-year history and maritime heritage. With a mild year-round climate and easy access to varied recreational opportunities, residents of Vallejo are situated to take advantage of the best of what the area has to offer. The City Manager oversees a full service city operation including 550 full-time employees with an annual budget of approximately $200 million, including a General Fund of almost $98 million. This is an exceptional and compelling opportunity to continue the tremendous economic, operational and organizational progress the City of Vallejo has experienced during the past several years.

CITY MANAGER

William Avery & Associates Management Consultants 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424

The new City Manager will be a seasoned, collaborative, and team Fax: 408.399.4423 oriented municipal or county executive with a strong foundation in email: jobs@averyassoc.net finance, budgeting & administration, economic development, and land www.averyassoc.net use. An educational background that includes a Bachelor’s degree from an accredited college or university is required. An MA/MS degree is highly desirable. The salary range is open and negotiable, DOQ. To be considered, please visit our website at www.averyassoc.net/ current-searches/ for a detailed job announcement and how to apply on the Avery Associates Career Portal.

Photo/art credits Cover and pages 26–27: ZekaG Pages 3–7: Courtesy of the League of California Cities Page 9: Ssguy/Shutterstock.com Page 10: Courtesy of the League of California Cities Page 11: photo, Alacatr; texture, Mr Twister/Shutterstock.com Page 13: Johnason Page 17: photo, Kit Leong/Shutterstock.com; texture, Ilolab/Shutterstock.com

Pages 18–19: MisterOh Page 20: Zennie Page 23: Instants Page 24: Chombosan Page 25: Zapp2Photo Pages 28–33: Jeremy Sykes, courtesy of the League of California Cities Pages 34 & 46: Courtesy of the City of Woodland and League of California Cities Pages 40–41: Cebolla4 Page 49: Jude Hudson, Hudson+Associates

www.cacities.org


A personal approach to executive recruitment that helps build strong, inclusive, and diverse teams.

Bob Murray & Associates provides quality executive recruitment services. Our clients include cities, counties, special districts and other governmental organizations, both large and small.

(916) 784.9080

www.bobmurrayassoc.com

Visit us at the League of CA Cities Annual Conference – Booth #1531 for a chance to win a $50 Visa Gift Card

Current Opportunities City of Healdsburg, CA – Planning & Building Director City of Healdsburg, CA – Public Works and Transportation Director Castaic Lake Water Agency, CA – Principal Water Resources Planner City of Atwater, CA – City Manager City of San Jose, CA – Parks, Recreation and Neighborhood Services Division Manager City of Bakersfield, CA – Planning Director/Manager

City of Boulder City, NV – City Manager City of Anaheim, CA – Building Official City of Carson, CA – Director of Human Resources and Risk Management City of Carson, CA – Assistant City Manager

Clark County-McCarran International Airport, NV – Assistant Director of Aviation-Finance City of Rancho Cucamonga, CA – Building and Safety Services Director

City of Commerce, CA – City Administrator

Santa Clara Valley Water District, CA – Emergency and Security Manager

City of Menifee, CA – City Manager

City of Indio, CA – City Manager

City of Marysville, CA – City Manager

City of Indio, CA – Assistant Chief of Police

City of Costa Mesa, CA – Finance Director

City of San Jose, CA – Deputy Director of Housing

City of Willits, CA – City Manager


City of Menifee, CA

City of San José, CA

City Manager

Parks, Recreation and Neighborhood Services DIvision Manager

The City of Menifee, a vibrant, awardwinning new community of over 90,000 residents, is seeking a highly qualified,

San José, CA is a unique place, playing a

enthusiastic candidate to fill its City Manager

vital economic and cultural role within North

position. Menifee’s family-oriented community,

America. San José is fortunate to be the largest and most urban city within Silicon Valley, known for the nation’s largest number of leading innovative companies and home to an energetic, talented, and diverse population. The City’s Parks, Recreation and Neighborhood Services Team is currently seeking a Division Manager to oversee the Recreation services section of the Recreation and Community Services Division. The ideal candidate will be someone with initiative and a balance of technical skills and personal attributes, capable of leading a large, creative, and diverse division toward established goals. A manager with good leadership skills, excellent oral and written communication skills, who is politically savvy, yet apolitical, and hard-working but fun, will be ideal. At minimum, the qualified candidate will possess a Bachelor’s degree in the areas of recreation, leisure, sociology, or other closely related fields, and have six years of progressively responsible directly related experience, including three years of supervisory experience, or any equivalent combination of education and experience sufficient to successfully perform the essential duties of the job. Candidate must possess a valid California driver’s license. The annual salary range for this position is up to $157,657, DOQ. Contact Joel Bryden at (916) 784-9080 with questions. Filing Deadline: September 8, 2017

City of Bakersfield, CA

Planning Director/Manager

The City of Bakersfield (population 376,380), conveniently located in the center of beautiful California, is the 9th largest city in California and is Kern County’s regional center for industry, government, transportation, retail trade, medical services, and oil field operations. The City now seeks a Planning Director/Manager to oversee the operational activities of the Planning Division within the Community Development Department. The ideal candidate will have strong management potential, excellent verbal and written communication skills, and will be pragmatic and pro-growth. This position requires a service-minded individual with strong interpersonal skills and the ability to connect with people at all levels. Candidates must possess a Bachelor’s degree from an accredited fouryear college or university in Public or Business Administration, City or Regional Planning, Urban Planning, or a related field, and have five years of professional planning experience in a governmental agency, including two years of supervisory experience. Additional postgraduate education in the above-mentioned areas may be substituted for the planning experience on a year-for-year basis to a maximum of two years. A Master’s degree will be considered equivalent to two years of the required experience. AICP membership preferred. The annual salary range for this position is $111,306.96 - $135,299.76, DOQ. Contact Valerie Phillips at (916) 784-9080 with questions. Filing Deadline: September 15, 2017

booming development, and sweeping vistas make it a fantastic city to live and work in. Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. The incoming City Manager will be a seasoned individual and forward-thinking visionary who is fiscally responsible, ethical, and has a deep understanding of economic development and the positive role it plays in the long-term financial stability of the City. The typical candidate will possess a Bachelor’s degree from an accredited college or university with major coursework in public or business administration, public policy, finance, or a related field and ten (10) years of management or administrative experience in a public agency setting as a City Manager, Assistant City Manager, or in a related administrative/managerial capacity involving responsibility for planning, organization, and implementation, including five (5) years of management or supervisory experience. An equivalent to a Master’s degree in Public or Business Administration is highly desired. The salary for the City Manager position is open and dependent upon qualifications. Contact Regan Williams at (916) 784-9080 with questions.

Filing deadline: September 29, 2017

City of Rancho Cucamonga, CA Building & Safety Services Director

The City of Rancho Cucamonga is seeking a highly innovative, strategic, and forward-thinking problem-solver to join the Executive Management Team as the Building & Safety Services Director. In this role, the individual will oversee the Building & Safety Services Department including building and fire plan check and permits; fire, building inspection, grading plan check and inspections; and administration of the Building & Safety Services Department. Graduation from an accredited college with a Bachelor’s degree in structural, mechanical, or civil engineering, architecture, or a related field is required. Eight (8) years of increasingly responsible experience as a supervisor or administrator in the design, construction, and inspection of public, commercial, industrial, and residential buildings or any combination of training and experience that provides the desired experience level is expected for consideration. Possession of the Certified Building Official Certificate issued by the International Code Council is also required; registration as an Engineer or licensing as an Architect in the State of California, or ability to obtain registration or licensing within 12 months of appointment is strongly desired. The salary for the Building & Safety Services Director is $112,068-$158,904 annually; placement within this range will be dependent upon qualifications. Contact Valerie Phillips at (916) 784-9080 with questions. Filing Dealine: October 20, 2017


Current Opportunities If you are interested in these outstanding opportunities, please apply online at:

www.bobmurrayassoc.com City of Costa Mesa, CA Finance Director

The City of Costa Mesa (population 112,377) has established a reputation as one of the area’s leading cultural and business centers. With an ideal location, business-friendly atmosphere, and superior amenities, Costa Mesa represents the best Southern California has to offer. The City is currently seeking candidates to fill its Finance Director position. Appointed by the City Manager, the Finance Director serves as the chief financial advisor to City Council, City Manager, and City staff. The typical candidate will have extensive recent and progressively responsible finance administration experience, including at least three (3) years at the management level; governmental experience in a similar size municipal agency is desirable. Candidates must possess a Bachelor’s degree from an accredited four-year college or university with major course work in finance, accounting, public or business administration, or a related field; a Master’s degree or registration as a CPA is highly desirable. The City Manager has the discretion to hire at top step $183,756 annually. Appointment will be made within the range of $137,136-$183,756 and is dependent upon qualifications and experience. Contact Valerie Phillips at (916) 784-9080 with questions. Filing deadline: October 6, 2017

City of Atwater, CA City Manager

Aptly located in Merced County on State Highway 99 in the Central San Joaquin Valley, the City of Atwater (population 30,000) is a small, close-knit community influenced by the roots of local agriculture and a former military base. The City Council is now seeking a City Manager—a strong leader and experienced generalist who will come in and hit the ground running. The desired candidate will bring proven leadership experience, clear and effective communication skills, and solid interpersonal skills. He or she will effectively represent the City’s policies, programs, and services with the public, community organizations, City staff, and other government agencies, and exercise open and transparent relationships with all elected officials. At minimum, candidates must possess a Bachelor’s degree from an accredited college or university with a degree in Public Administration, Business Administration, or a closely related field, and have five years of broad and extensive management, supervisory, and administrative experience, preferably including work in a public agency involving development and administration of programs, budgets, and public services. A Master’s degree is highly desirable. Candidates must possess a valid Class C California Driver’s License. The annual salary range for the incoming City Manager is open, DOQ. Contact Gary Phillips at (916) 784-9080 with questions. Filing Deadline: September 8, 2017

City of Carson, CA

Director of Human Resources and Risk Management

The City of Carson (population 93,000) is located in the South Bay section of Los Angeles County and spans approximately 20 square miles. In close proximity to major interstates, the Port of Long Beach, and the Los Angeles International Airport, Carson is well known as an industrial center. The City is now seeking a smart, energetic, and experienced human resources professional to serve as Director of Human Resources and Risk Management. The ideal candidate will bring risk management experience, a good understanding of the human resource function within the public sector, and demonstrated experience working with unions. He or she will be a skilled generalist and good communicator with a positive attitude and collaborative approach to problem-solving. At minimum, candidates must possess a Bachelor’s degree from an accredited four-year college or university in Public Administration, Business Administration, Industrial Relations, Finance, or a closely related field, and have at least five years of professional experience in Human Resources and Risk Management activities, preferably including at least one year in a supervisory or administrative capacity. A Master’s degree in a related field is preferred. Qualified candidates must possess a valid California Class C driver’s license. The annual salary range for this terrific opportunity is $137,184-$175,068, DOQ. Contact Valerie Phillips at (916) 784-9080 with questions. Filing Deadline: September 22, 2017


State Launches Initiatives to Maximize Housing Resources With New ADU Financing and Other Tools, continued from page 11

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Assistant Chief of Police The City of Salinas (pop. 161,042) is the 34th largest city in California and the largest city in beautiful Monterey County. The City is seeking an Assistant Chief of Police who will be a strong and committed leader. The Assistant Chief of Police is an at-will position reporting directly to the Chief of Police. The incumbent will work collaboratively with all members of the department, City, community groups, business leaders, and across public service disciplines in order to promote public safety. Candidates must possess a Bachelor’s Degree in a related field, and have eight years of progressively responsible experience in municipal law enforcement work, including a minimum of two years at the rank of Police Commander, or equivalent. A valid California Driver’s License at time of appointment is required. Possession of an Advanced POST Certificate. Possession of a POST Management Certificate or equivalent and a Master’s degree are desirable. The annual salary range is $157,824 – $191,844. Interested applicants must apply by Friday, September 15, 2017 at www.calopps.org with a letter of interest and resume.

Director of Community Services City of Palo Alto, CA

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nown as the birthplace and heart of Silicon Valley, Palo Alto is a community of approximately 66,000 residents and home to almost 100,000 jobs. The community offers an incomparable quality of life which is supported by a wide range of outstanding programs and services. The Community Services Department provides opportunities that increase knowledge, creativity, artistic expression, physical activity, social help, and enjoyment of the outdoors, while responsibly stewarding the many unique community assets found in Palo Alto. Palo Alto is seeking a collaborative and entrepreneurial professional who thrives in a fast-paced, dynamic environment to lead a highly functional and large team of 78 staff. The Director manages a budget of $27.4 million and develops effective relationships with an engaged community to deliver valued services and programs. Qualifications include equivalent combination of a Bachelor’s degree in a relevant field and ten years of related experience with five years of supervisory/management experience (two years at the senior management level strongly preferred). Master’s degree is highly desirable. Salary up to $236,121; salary supplemented by a generous benefits package. Check TBC website for closing date and detailed recruitment brochure: www.tbcrecruiting.com. Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

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With birth rates going down and people living longer, projections from the Department of Finance show that California’s population isn’t just growing, it is also aging. This means that more and more people are downsizing their single-family homes or moving into multifamily senior living apartments. As the supply of affordable single and multifamily housing remains static, the demand for affordable homes is coming not just from the growing population of younger Californians, but also from an increasingly larger number of older residents. This discrepancy between supply and demand creates home prices and rents that are constantly rising, which affects the entire economy of the state. Californians’ personal income is rising, but at a much slower rate than the cost of housing. Because Californians must spend a higher percentage of their income on basic services like rent, health care and education, they have less to spend on taxable goods and thus generate less revenue for the state and local governments.

Local Partnerships California is a wonderful place to live, and the population and growing demand for housing aren’t going to decline anytime soon. So the way to attack this crisis is by working on the supply. Because state resources are scarce, it’s not such an easy task. Here’s where the potluck and the idea of pooling those resources come into play.

For More Information For housing and grant programs, visit the Department of Housing and Community Development at www.hcd.ca.gov. For low-income/affordable housing development loans, visit California Housing Finance Agency at www.calhfa.ca.gov. For information on tax credits for low-income housing, visit the California Tax Credit Allocation Committee at www.treasurer.ca.gov/ctcac and the California Debt Limit Allocation Committee at www.treasurer.ca.gov/cdlac.


By examining and then adapting to the marketplace, CalHFA has developed several initiatives through which it can partner with cities or counties to maximize housing resources and help more Californians find a place to call home.

Conduit Issuance

for ADU construction and conversion,” says League Executive Director Carolyn Coleman. “Collaborations with state agencies like CalHFA can be mutually beneficial and help knock down some of the barriers to creating and preserving affordable housing.”

CalHFA also features a Conduit Issuer Program, which offers another way to partner with local governments and focuses on multifamily housing. continued

Accessory Dwelling Units Many cities and counties statewide have identified accessory dwelling units (ADUs) as a potential way to increase California’s housing supply. (An ADU is an additional living area independent of the primary dwelling unit and includes a fully functioning kitchen and bathroom.) This spring, CalHFA revised its lending guidelines to allow homeowners to use income from ADUs to qualify for CalHFA first mortgages. And now, through ongoing conversations with city and county governments, the agency is gathering information regarding the needs and feasibility of CalHFA providing financing toward ADU creation and preservation. Our goal is to provide cities and counties with financing and allow them to use that funding to develop ADU programs that best serve their residents. Examples include financing for constructing or converting ADUs and for rehabilitation to get existing ADUs up to code — and even helping with other costs such as permitting fees. “We are appreciative that CalHFA is reaching out to our members to work together

California needs to dramatically increase available housing to meet a growing demand.

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City of Palm Springs City Clerk The City of Palm Springs is seeking a leader to be an advocate for open government, a champion for civic engagement, and a skilled professional to oversee and ensure accountability and effective operations of the office of the City Clerk. Top candidates for consideration must be flexible, thrive in a fast-paced and challenging leadership role, and be committed to finding creative solutions to developing and delivering services to the public as well as City staff and the City Council, Boards, and Commissions. The City Clerk will lead the Office of the City Clerk (3 employees) and join the cohesive leadership team under the direction of the City Manager. Requires a Bachelor’s degree and 5 years of experience performing complex administrative duties in a government agency including 2 years of management or supervisory responsibilities. Possession of a Municipal Clerk Certification is required at time of appointment. Salary range is up to $152,808 (DOQ); a comprehensive benefit package including CalPERS retirement is also provided. Submittals from interested candidates are desired by September 15, 2017 and should include a comprehensive resume, compelling cover letter, and current salary to apply@ralphandersen.com. Confidential inquiries welcomed to Heather Renschler at 916.630.4900. Additional information available at www.ralphandersen.com.

Ralph Andersen & Associates

Deputy Community Development Director

www.toaks.org •

805.449.2144

Over fifty years of achievement have made Thousand Oaks one of the most sought after places to live, work and play in California. The community of 132,000 residents is home to excellent schools, outstanding parks, numerous corporate headquarters, diverse retail opportunities, cultural amenities and over 15,500 acres of open space.

The City is recruiting a Deputy Community Development Director to direct and manage all Planning and Development functions from concept to final inspection including approval, construction, inspection, permit processing, building and safety, and to serve as Planning Commission liaison. The position requires eight years of responsible community development and planning experience including five years of management/supervisory responsibility and a Bachelor’s Degree (Master’s preferred). Salary $117,600 - $176,400. For more information please visit our website: www.toaks.org or contact Sandra Bill at 805-449-2144. Closing Date: Monday, October 2, 2017 at 5:00 p.m.

Western City, September 2017

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State Launches Initiatives to Maximize Housing Resources With New ADU Financing and Other Tools, continued

While some localities issue their own conduit bonds for affordable housing, CalHFA as a statewide agency has the ability to streamline the process, especially for some of the smaller or more rural cities and counties.

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When working with local governments, CalHFA wants to be a partner in the process and not push anyone out. In fact, CalHFA can team with local governments on inspections and additional monitoring if necessary.

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City of P O M O NA

Salary: $9,164.00 – $11,138 plus a generous benefits package

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Development Services Manager

Are you looking for a place to invest in your career? Why not make that investment alongside national developers, world renowned institutions of higher education and healthcare, and thriving artists? The City of Pomona is looking for a motivated Development Services Manager interested in leading a dedicated team of employees who are committed to working together to make things happen. Pomona has recently adopted a new General Plan and a specific plan designed to revitalize the City’s commercial corridors. The next Development Services Manager will lead the team that implements these cutting-edge plans. The successful candidate will be an excellent communicator with a forward thinking mindset; have dynamic leadership abilities; and have eight years of increasingly responsible professional urban planning experience including three years of administrative and supervisory experience with a public agency. A Bachelor’s degree in urban planning, geography, or related field is required. This position will remain open until filled. For consideration, please visit http://agency.governmentjobs.com/pomona/default.cfm.

CITY OF SOUTH EL MONTE

Deputy City Manager Salary: $8,494-$10,325 per month

The Deputy City Manager is an at-will position appointed by and reporting to, the City Manager. Under the direction of the City Manager, the Deputy City Manager oversees Parks and Recreation, Senior Services, Transportation, Human Resources, Public Safety, Emergency Management and Risk Management. A Bachelor’s degree in Public or Business Administration or other closely related field is required. At least five years of experience in a capacity of a Department Head or equivalent management experience in a government agency is required. A Bachelor’s degree in Public or Business Administration may be substituted by experience requirement. Management certifications from accredited universities or institutions is also a plus. APPLY IMMEDIATELY: This position is open until September 28, 2017 by 5:00 P.M. For more information and/or to apply, please visit our website at http://www.ci.south-el-monte.ca.us/

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In the first half of fiscal year 2016–17, CalHFA issued $352 million in conduit bonds to create more than 1,200 affordable housing units throughout California. The agency expects to work with even more local partners in the current fiscal year and issue at least another $300 million in conduit bonds.

Permanent Financing When it comes to increasing the supply of housing in California and especially affordable options for those most in need, it is important to remember that preserving existing affordable housing is just as important as building new units. With that in mind, CalHFA has launched an initiative to partner with cities or counties that have worked to raise acquisition/rehabilitation funds. CalHFA can provide permanent financing with lower rates and longer terms than the competition through a collaboration with the U.S. Department of Housing and Urban Development and the Federal Financing Bank. This financing is the perfect match for a city or county that has short-term preservation funds, because CalHFA can take out that loan with its permanent financing. This helps in two ways. It preserves affordability on the initial housing preservation project for up to 40 years, and it also frees up city or county funds for other projects, preserving even more of the housing the state so desperately needs. “This permanent financing retires the short-term debt on a project, which would allow those funds to be recycled more quickly,” says Tony Sertich, CalHFA’s acting director of multifamily programs. “CalHFA has been looking for more creative ways to collaborate with city and county governments, and we are really excited about using our permanent financing for these local partnerships.” This initiative is a perfect example of the potluck approach. By collaborating and pooling our resources, each bringing what we can to the table, we can increase California’s supply of housing. ■

www.cacities.org


Woodland Commits to Fitness, continued from page 34

Kickoff Event Promotes Fitness Challenge The program conducted the first 30-day fitness challenge in November 2014, and twice yearly after that. Before every Commit2Fit challenge in May and November, a kickoff event is held where participants can sign up for the program and learn about the partner agencies and businesses that are offering free exercise classes during the month-long challenge. Each partner agency and business is invited to host a booth at the event and share information about its services. The partners also provide free services at the event, such as blood pressure testing and body fat assessments. Some groups host mini challenges like jump rope and push-up competitions. Yolo County brings a “smoothie bike,” a pedal-powered blender used to mix fresh fruit smoothies for attendees. The month-long fitness challenges focus on free activities that have included indoor cycling, Zumba, paddleboarding, swimming, indoor skating, boot camp workouts and walking with the mayor. Activities are geared to various age groups ranging from children to seniors. Participants are given opportunities to try unique workouts for free. The first fitness challenge included 55 activities. Some Commit2Fit partners have enhanced the offerings by providing free unlimited gym memberships during the program sessions. Participants earn two raffle tickets for each free class they attend, or can work out on their own for a minimum of 30 minutes and earn one raffle ticket per exercise session. At the end of each month-long challenge, the city hosts a raffle event for fitness challenge participants. Many of the partnering agencies and businesses donate gift baskets or gym membership packages as prizes. The city also gives away prizes such as Fitbit fitness trackers or outdoor gear. Yolo County’s Nutrition Education Team prepares a healthy recipe for participants to sample and learn to prepare.

continued on page 46

www.westerncity.com

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COMMUNITY DEVELOPMENT DIRECTOR City of Ojai, CA Annual salary range is $120,092 to $145,973

Located in the bucolic foothills of Ventura County, Ojai (pop. 8,000) is an established tourist destination with a vibrant artistic community and strong sense of community identity.

The Community Development Director will oversee the City’s Planning Department while reporting directly to the City Manager. A Bachelor’s degree in Urban Planning or a related field is required; Master’s preferred. The ideal candidate will have the equivalent to eight years of progressively responsible community development experience with five years in a management/supervisor capacity, preferably with a public agency, and will have proven management and leadership experience in a local government setting working closely with Councilmembers, Commissioners, staff and members of the public. To apply, you must file a City of Ojai employment application by October 6, 2017 to City of Ojai, Attn: Assistant to the City Manager James Vega, 401 S. Ventura St. Ojai, CA 93023. No faxes or emails accepted. For information, contact Mr. Vega at (805) 646-5581 x102 or www.ojaicity.org.

CITY OF SOUTH EL MONTE

Finance Director Salary: $9,583 - $11,654 per month (DOQ)

The Finance Director, under the supervision of the City Manager, will plan, organize, and administer the activities of the Finance Department; will establish appropriate systems, policies and procedures for effective operation of departmental functions to include but not limited to data processing, business licensing, central purchasing, and grant administration; directs the development and preparation of the City’s annual budget; and performs related duties as required. Any combination of education and/or experience that has provided the knowledge, skills, and abilities necessary; example combinations include: five (5) years of progressively responsible municipal accounting experience, including at least two years of supervisory experience at the mid-management level; and a Bachelor’s Degree in public or business administration, accounting, or closely related field. A Master’s Degree or Certified Public Accountant License (CPA) is desirable and may be substituted for two years’ experience. Bilingual skills are highly desirable. APPLY IMMEDIATELY: This position is open until September 28, 2017 by 5:00 P.M. For more information and/or to apply, please visit our website at http://www.ci.south-el-monte.ca.us/

Western City, September 2017

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PeckhamMcKenney &

Presents Outstanding Career Opportunities

City Manager City of McCall, ID

Nestled in Idaho’s west central mountains, McCall is a vibrant resort community located approximately 100 miles north of Boise. McCall encompasses 10 square miles and has a population of approximately 3,100 residents which can double during the summer months and holidays. The City is situated on the southern shore of beautiful Payette Lake at 5,021 feet in elevation and is bordered by towering pinecovered mountains averaging 8,000-9,000 feet tall. Originally founded as a logging town, today McCall is an all-season tourist destination for outdoor recreation and adventure enthusiasts. McCall has an excellent school system (America’s Top 1,000 High Schools), a full-service hospital and medical clinic, a municipal airport, a municipal golf course nationally recognized for its environmental efforts, and a wide range of city-sponsored recreation and sports opportunities. The City Manager is responsible for implementing the vision, policies, and goals of the McCall City Council. This role requires a close working relationship with the Council, City staff, and the community at large. The new City Manager will inherit a team of strong, creative, and experienced department heads who are accustomed to being partners in planning and decision-making. Bachelor’s degree in public or business administration required, Master’s degree preferred and five years experience in city management or related experience also required, ten years preferred. Salary in the low $100’s with excellent benefits. Filing deadline is October 9, 2017. Contact Phil McKenney.

City of Bothell, WA The City of Bothell, WA, population 44,000, is located in the Seattle metropolitan area, in King and Snohomish Counties, close to Mt. Rainier, Puget Sound, and the incomparable Olympic Peninsula. The City currently has two exciting career opportunities available:

Assistant City Manager

Appointed by, and reporting to, the City Manager, the Assistant City Manager is responsible for program oversight and project management. Projects assigned by the City Manager will likely include economic development strategies, namely, the disposition and development of various city-owned real estate in the downtown core; oversight of communications, tourism, and emergency preparedness; regional engagement; events; and support to city council members. Bachelor’s degree in urban planning, marketing, business or public administration or related field. Five years of municipal experience, management and program/project management experience. Comprehensive benefits. Annual salary range is $130,548 to $165,984. Filing Deadline is September 19, 2017. Contact Andrew Gorgey.

Human Resources Director

Appointed by, and reporting to, the City Manager, the Human Resources Director will oversee a staff of four and an annual budget of $2.5 million. Labor negotiations with multiple bargaining units, and experience developing and implementing innovative HR practices highly desirable. Solutionoriented, strong ethics and leadership skills. Bachelor’s degree in human resources, business or public administration, or related field. Seven years of professional human resources program management experience. Comprehensive benefits. Annual salary range is $121,224 to $154,128. Filing Deadline is September 18, 2017. Contact Andrew Gorgey.

Town Manager Town of Telluride, CO

Telluride, CO, (pop. 2,400) is a world-class, all-season resort town known for its superb skiing, authentic mountain character, and unpretentious attitude, as well as for its cultural events, fine dining, and unmatched, signature festival schedule. At an elevation of 8,750 feet in the dramatic San Juan Mountains in a remote area of Southwest Colorado, Telluride’s “daytime” population is closer to 5,000, swelling to well over 15,000 during ski and festival seasons. The seven-member town council seeks an experienced, savvy leader, who appreciates Telluride not only as a state treasure and world-class destination, but as her or his home. Citizens are highly engaged, educated, and passionate. Issues include affordable housing, historic preservation, regional transportation, growth, and development. Four-year degree in relevant field of study, preferably public administration, political science or business administration. Ten years progressively responsible experience in local government, including five as a municipal manager or assistant. Comprehensive benefits. Relocation assistance. Annual salary range is $125,000 to $150,000, plus substantial housing allowance. Filing deadline is September 21, 2017. Contact Andrew Gorgey.


“All about fit” Police Chief

City of Eureka, CA Situated in Humboldt County along the spectacular Northern California coast, the historic seaside community of Eureka is one of California’s bestkept secrets. The city is bordered on the west by beautiful Humboldt Bay, and on the north, east and south by rugged mountains lush with giant redwoods. With a population of 26,925 and encompassing 14.5 square miles, Eureka is the largest coastal community between San Francisco and Portland, Oregon. The Mission of the Eureka Police Department is to work with the community to prevent and reduce crime, safeguard public trust, improve the quality of life and protect the future of Eureka through dedicated professional service. The Department’s budget for FY 2017/18 is $14.7 million and department staffing includes 55 sworn and 26 non-sworn employees. Eureka is seeking an experienced professional capable of moving the department forward in its pursuit of community policing as a philosophy, management style, and an organizational strategy that promotes police and community partnerships. The new Police Chief will recognize the shared responsibility and connection between themselves, the department and the community in making Eureka a safer place to live, work and recreate. Bachelor’s degree and a minimum of two years experience at the Lieutenant level or above required; Master’s degree and/or FBI Academy preferred. Salary range is from $134,663 to $149,625 with benefits. Filing deadline is September 18, 2017. Contact Phil McKenney.

Public Works Director

City of Gonzales, CA

The City of Gonzales is a quaint, rural agricultural community of 8,549 residents nestled between the rolling Gabilan Mountains and the picturesque Santa Lucia Range. Centrally located on scenic Highway 101 in Monterey County, Gonzales is 35 miles southeast of the Monterey Peninsula and 62 miles southeast of San Jose. Gonzales enjoys a beautiful natural setting and is a safe, friendly, family-oriented community with a relaxed pace of life. The Public Works Department is responsible for the design, construction, and maintenance of the City’s public facilities such as streets and sidewalks; water supply and distribution facilities; sanitary sewers; storm drains; basins; and flood channels; as well as the review and approval of all subdivision; development; grading; and public utility installation plans. The Department is also responsible for the maintenance of all City parking lots, vehicles, and stationary mechanical equipment and plays an important role in evaluating a variety of development applications as part of the City’s project review committee. The position requires at least five years of progressively responsible and varied work experience including construction, maintenance and operation of a variety of public works systems and facilities with specific experience in wastewater and water utilities and includes at least three years of management experience with direct oversight of staff, budgets, and administration. A Bachelor’s degree in engineering, construction management, public administration or a related field is highly desirable as is a Civil Engineer license. Salary range from $105,000 to $120,000 with comprehensive benefits.

Filing Deadline is September 25, 2017. Contact Phil McKenney.

Director of Economic and Housing Development

City of San Bernardino, CA

The City of San Bernardino (213,000) is the second largest city in the Inland Empire. Its strategic location has made it home to nationally known companies such as Mattel, Amazon, Kohl’s and BNSF Railway. Earlier this year San Bernardino voters approved a charter revision to the Council Manager form of government, and the City has now successfully exited its bankruptcy process. The Director is a new entrepreneurial position reporting directly to the City Manager and oversees a new department with 8 full-time employees managing the consolidated functions of economic development, housing and property management. This is an excellent opportunity for an energetic, ethical, creative and effective professional to make a significant impact in the community and contribute to San Bernardino’s renaissance. The position requires at least ten years of increasingly responsible professional experience in economic development, housing, municipal planning, property management, or land development including a minimum five years in a management capacity. Related experience in a government agency within California is highly desirable. A Bachelor’s degree from an accredited college or university with major course work in public administration, business administration, finance, economics, housing, planning, urban studies, real estate, marketing or a closely related field is a typical way of obtaining the knowledge, skills and abilities required. The City offers an excellent annual salary range ($142,536-$173,244) DOQE and benefits package for this position. Filing deadline is October 9, 2017. Contact Ellen Volmert.

Please send your cover letter and resume electronically to:

Peckham & McKenney

apply@peckhamandmckenney.com

Resumes acknowledged within two business days. Detailed brochures are available at

www.peckhamandmckenney.com (866) 912-1919


Woodland Commits to Fitness, continued from page 43

City Library and Municipal Staff Join the Effort In 2016, the Woodland Public Library launched a complementary 12-week Commit2Fit Wellness Program from January through March that focused on providing information on nutrition, the importance of physical activity and health-related topics such as weight loss, diabetes prevention and heart health. The program included a Wednesday speaker series with subjects ranging from edible gardens to avoiding chronic disease and disability. Residents also gathered at a local park on Saturdays for community walks. Grants from the California State Library and the Woodland Friends of the Library supported the Commit2Fit Wellness Program.

“I have met many community members who have expressed their own success with Commit2Fit,” says Melika Salvemini, owner of Oasis Club & Spa and Kaia FIT Woodland. “It got them to try new things and helped incorporate fitness into their life. They likely wouldn’t have tried any of these programs otherwise.” Entire families take part in Commit2Fit, giving parents the opportunity to set positive examples for their children by engaging in physical fitness and other healthy lifestyle activities. Of the total participants in Commit2Fit, 13 percent of the participants were under the age of 18. Over 1,400 individuals have participated in the program so far, with the next session set to start Nov. 1, 2017.

Commit2Fit also promotes wellness to Woodland’s municipal staff through a “gauntlet” challenge held before the month-long community challenge begins. The city created the Employee Gauntlet program to bring city staff together to compete in a fun but challenging timed obstacle course. Participants in the employee competition also register for the month-long Commit2Fit challenge. The winning teams earn a trophy and bragging rights, creating camaraderie among city staff.

As Woodland and other California communities continue to struggle with rising levels of obesity and diabetes, the need to focus on developing and sustaining healthy lifestyles remains constant. Public-private partnerships can be especially effective in successfully addressing these challenges. The partners involved with Commit2Fit have seen direct

Residents’ feedback about Commit2Fit has been positive. Key factors in the success of the program include the variety

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William Avery & Associates, Inc. Labor Relations / Executive Search / Human Resources Consulting 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424 Fax: 408.399.4423 email: jobs@averyassoc.net www.averyassoc.net

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League of California Cities

results from the program, including increased membership and residents’ continued participation in the fitness and wellness challenges.

Public-Private Partnership’s Approach Proves Effective

Community Benefits

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Woodland Senior Center Volunteer Margie Blixt participates in the fitness challenge.

of activities offered, the participation of many partner agencies throughout the community and the sense of community generated by engaging with others interested in developing and sustaining healthy lifestyles.

E

Commit2Fit offers an innovative and successful example of creating a public-private partnership to bring a community together with the goal of achieving good health. Contact: Dallas Tringali, community services program manager, City of Woodland; phone: (530) 661-2000; email: dallas.tringali@ cityofwoodland.org. ■

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Bobbi C. Peckham • Phil McKenney

Peckham&McKenney www.peckhamandmckenney.com

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What is your city’s greatest strength?

Read more “On the Record” at www.westerncity.com.

Anna Velazquez Council Member Soledad

Michelle Wu Council Member Los Altos Hills

Deborah Lewis Council Member Los Banos

www.westerncity.com

The public-private partnerships that the city has been able to create over the past couple of years.

Environmental protection. We’re a bedroom community in Silicon Valley focused on protecting open space and the rural environment of our small town.

Our city council members share common goals and work well together; we’re moving in the same direction.

Rhodesia Ransom Council Member Tracy

Teresa O’Neill Council Member Santa Clara

David Oro Council Member American Canyon

Community engagement. There’s a lot of focus on community activities that build camaraderie and support for vulnerable populations.

The people in our community who are increasingly engaged. They care about our city and keep us on our toes.

Our location. We are part of both Napa Valley and the North San Francisco Bay Area, which gives us access to a wonderful workforce and lifestyle.

Western City, September 2017

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Western City September 2017  

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